CFO Advisory
Scenario planning based on your actual business, not generic benchmarks.
We work with you on lower, expected, and higher scenarios, document the assumptions behind them, and review them regularly. The goal is a decision you can act on, not a presentation.
Planning & advisoryQualitative scenarios
See the range. Plan the next move.
Compare operating assumptions against a shared baseline.
Shared baselinePlanning horizon →
Lower
- Slower revenue ramp
- Delayed hiring plan
- Extended runway
Expected
- Current pipeline conversion
- Planned hiring calendar
- Operating cadence intact
Higher
- Faster booking cycle
- Accelerated hiring
- Working-capital pressure
Assumptions are reviewed alongside the close and tailored to your operating model.
Inputs
What we build from.
Operating assumptions
Booking pace, hiring calendar, working capital, and channel mix.
Recent actuals
Reviewed close package as the starting point.
Sensitivity levers
The two or three variables that actually move the outcome.
Cadence
How advisory work is reviewed.
Monthly review
Reporting pack read together; open decisions surfaced.
Quarterly framing
Refresh scenario ranges using the latest actuals and current assumptions.
Ad-hoc decisions
Working sessions when a material decision arrives.
Board / investor cycles
Prep for updates; reviewed materials, not raw exports.
Boundaries
What CFO advisory is not.
- Not a licensed investment adviser.
- Not tax planning, that is a licensed tax professional.
- Not a substitute for a full-time in-house CFO in every context.
- Not a source of fabricated benchmarks or made-up figures.
Frequently asked
Do you build a 3-statement model?
When it is useful, yes. Otherwise we keep the model as simple as the decision requires.Do you provide investment advice?
No. We do not provide investment or securities advice.Can you help with fundraising materials?
We support reviewed financial materials that accurately represent the business. Investor strategy and legal review sit with the appropriate advisors.When is a fractional CFO useful?
When management needs help with cash runway, hiring capacity, pricing, financing scenarios or a board reporting cadence. If accounts are unreconciled or statements are late, stabilize bookkeeping and controller review first; forecasts depend on a credible starting record.How much does CFO advisory cost?
The published Tax Desk, Finance Desk and Managed Accounting prices do not establish a standalone CFO advisory fee. Request a scope covering the model, meetings, reporting recipients, implementation work and review cycle. Do not assume unlimited advisory time is bundled with bookkeeping.Compare CFO engagement costs and scopeWhat information is needed for a cash or runway forecast?
Start with reviewed statements, current cash, receivables and payables, payroll, debt, committed spending and management's hiring and revenue assumptions. Separate signed commitments from expected sales, and name an owner for each assumption.Can a seed-stage or Series A company use the service?
Scope the work to the next decision: cash runway, a hiring plan, investor reporting or budget ownership. Funding stage alone does not determine the right service. Confirm whether cap-table administration, fundraising schedules and technical accounting are included.Will the forecast guarantee funding or future results?
No. Models show the consequences of assumptions and scenarios. Management owns decisions, investors and lenders make their own assessments, and securities, legal and investment advice remain with the appropriate advisers.