Hire for What You'll Do Forever. Rent What You'll Do Once
Why the shape of a need, not the size of it, should decide whether you hire or bring in help.
Read moreWe take the CFO seat inside founder-led and investor-backed companies, building the finance function, running the raise, and rebuilding the close with AI so finance stops being the bottleneck. Working across the United States, East Africa and Southern Africa, with a growing Latin America practice.
No pitch. One hour, your numbers, and a straight answer about what you actually need.
Most founder-led companies do not have a finance problem. They have a finance function problem, the numbers exist, but they arrive late, they do not agree with each other, and they cannot survive a serious investor question. Here is what that usually looks like.
Your team spends the first half of every month closing the last one. By the time the numbers land, the decision they were meant to inform has already been made without them.
The deck is beautiful. Then an investor opens the model, pulls one thread on unit economics or the cap table, and the whole conversation changes tone. Diligence is where good companies lose good rounds.
Not to the week. Not with a scenario attached. Cash is the one number a founder should be able to answer in their sleep, and it is the one that is most often a guess.
Multiple currencies, multiple regulators, multiple sets of books, and a finance stack that was designed for one country. Everything works until you try to consolidate it, or explain it to an investor.
None of this needs a full-time CFO on a full-time salary. It needs a CFO for the part of the month that actually moves the number.
Scaled to the moment your company is in, and structured so you are never paying for capacity you do not need.
An ongoing CFO seat at your table, typically two to four days a month. Built for companies preparing to raise, scaling quickly, or operating past Series A without a senior finance leader. We sit in your leadership meetings, own the numbers, and answer to your board.
One thing, done properly, with a start and an end. A capital raise, a financial model, a data room, a market entry, an ERP implementation, an AI automation build, an accounting clean-up, or a forensic review. Delivered hands-on, not handed to a junior.
Board-level guidance, fundraising strategy, investor and network introductions, and an on-call CFO for founders between major projects. For when you do not need the work done, you need the judgement.
Every engagement is built from these. Most start with one and grow into two or three.
Close, reconciliation, forecasting and reporting rebuilt around AI, so your team spends its hours on judgement, not keystrokes.
Model, narrative, deck and data room built to survive diligence, then run end-to-end through close.
A finance function that drives decisions instead of just reporting them.
From messy books and a stalled ERP to an audit-ready close you can trust.
Cross-border structuring, in-market networks, and a bridge between global capital and local opportunity.
Pricing, packaging, new markets and ROI modelling, where finance meets go-to-market.
Clarity when the numbers do not tell the whole story.
Close, reconciliation, forecasting and reporting rebuilt around AI, so your team spends its hours on judgement, not keystrokes.
Model, narrative, deck and data room built to survive diligence, then run end-to-end through close.
A finance function that drives decisions instead of just reporting them.
From messy books and a stalled ERP to an audit-ready close you can trust.
Cross-border structuring, in-market networks, and a bridge between global capital and local opportunity.
Pricing, packaging, new markets and ROI modelling, where finance meets go-to-market.
Clarity when the numbers do not tell the whole story.
We work where capital and opportunity sit on opposite sides of a border. Eighteen years of operating internationally means we know what actually breaks in a cross-border business, and it is rarely the thing the pitch deck warns you about.
Our home market and our capital market. VC and PE fundraising, U.S. market entry for foreign founders, entity and banking structure, money-transmitter and multi-state licensing, and CFO leadership from seed through exit.
On the ground in Nairobi with real ecosystem depth: angel networks, funds, banks and regulators. We make an East African company legible to a U.S. or European investor without hollowing out what makes it work locally.
A market we are actively building into. Nearshore and multi-country operating models, cross-border treasury structure, and U.S. capital access for LatAm founders, drawing on direct experience including Mexico.
Cape Town is one of our three bases. Cross-border structuring, exchange-control-aware capital planning, offshore holding structures, and the reporting discipline international investors expect before they wire.
Outcomes from CFO, COO and advisory engagements. Not case studies written after the fact, results we were accountable for at the time.
Sold a B2B SaaS business at 10x EBITDA. Co-authored the CIM, ran the sell-side process end to end, and generated ten offers. (On Point Technology)
Led a NASDAQ turnaround out of bankruptcy. Raised $20M+ in equity, executed three acquisitions, and ran BPO and e-commerce operations for a company that reached a $1B market capitalisation. (Virtualsellers.com)
Raised $10M in equity across 15+ growth-stage clients while building and leading a 70-person pan-African consulting practice from zero. (Vibranium Partners / Venture Garden Group)
Automated $1B+ per year in payment reconciliation. Created 500% operational scaling capacity, enabled the launch of a SaaS-MSB / BaaS platform, and secured money-transmitter licences in 20+ states. (SMART Payment Plan)
Cut customer-service turnover 65% and complaints 70%. Sourced and managed offshore engineering teams delivering 60% development cost savings, and built a fully remote team across five countries. (SMART Payment Plan)
Facilitated a $15M raise and designed a customer referral programme that lifted sales 23%. (Berman Consulting Group client engagement)
Post-revenue founder-led companies, from pre-seed through post-Series A. Seed teams heading into a raise. Investor-backed companies operating without a senior finance leader. Funds, accelerators and holding companies needing CFO capability across a portfolio.
FinTech and payments (19 years). HealthTech (16 years). SaaS and BaaS (13 years). Plus e-commerce, marketplaces, lending, agritech and technology-enabled services. Venture and private-equity backed throughout (17 years).
We are probably not the right fit for pre-revenue concepts with no path to capital, or for companies looking purely for bookkeeping. We will tell you that in the first conversation rather than the third invoice.
Short, direct reads on the numbers behind fractional finance, written for founders deciding what their finance function actually needs.
Why the shape of a need, not the size of it, should decide whether you hire or bring in help.
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A hard look at what you actually pay for, what you actually get, and how the math bends further once AI eats the busywork.
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Why the package you pick quietly determines how well you run, how cleanly you file, and whether you survive due diligence, and how the right one makes a fractional CFO far more powerful.
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How accounting software, a fractional CFO, and AI work as a system to clean up your books, kill the busywork, and turn your numbers into decisions.
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Financial reporting problems are not always financial reporting problems. The basis for all strategic and analytical work is a solid set of books.
Read moreOne free hour. Bring your model, your last board pack, or nothing at all. You will leave with a straight read on where your finance function is strong, where it will break under diligence, and what to fix first, whether or not you ever work with us.
Book your free 1-hour consultationA fractional CFO is an experienced chief financial officer who works with your company part-time, typically two to four days a month, rather than as a full-time hire. You get senior finance leadership, investor credibility and board-level judgement at a fraction of the cost and commitment of a full-time executive, and you can scale the engagement up during a raise and back down afterwards.
Usually when the finance questions have outgrown your bookkeeper but not yet justified a full-time executive salary. Common triggers are a coming raise, a board that has started asking harder questions, entry into a new country, a stalled or messy close, or an acquisition on either side of the table. If you need CFO judgement more than you need CFO hours, fractional is the right structure.
A fractional CFO holds an ongoing part-time seat. An interim CFO fills a full-time gap for a defined period, usually after a departure or during a transaction. A portfolio CFO serves several companies at once, most often inside a fund or accelerator, bringing the same discipline across the portfolio. We do all three.
It moves the finance team off the keyboard. AI-assisted close, reconciliation, anomaly detection and forecasting take on the repetitive work, and surface exceptions your team would previously have found a month later, or not at all. The point is not the technology. The point is that finance stops being a rear-view mirror and starts being a decision tool.
Yes. Our engagement history spans the United States, Africa and Asia, we hold bases in Chicago, Cape Town and Nairobi, and we are actively building our Latin America practice. Cross-border structuring, multi-currency operations and connecting emerging-market companies to global capital are a core part of what we do, not an exception to it.
Engagements are scoped individually, because a four-week investor readiness review and an embedded CFO seat through a Series A are not the same commitment. We agree scope, deliverables and fees in writing before any work starts, and there is no charge for the first consultation.