“Is there a business here?”
You have an idea and no evidence. The goal is to find out fast and cheaply whether it holds, before you quit anything or spend anything.
- Idea validation sprint
- Market and customer research
- Business model and pricing shape
- First financial outline
- Written go / no-go memo
Typical delivery 2–3 weeks
“Can I raise on this?”
The idea survived contact with reality. Now it needs to be legible to someone writing a cheque — and you need to know who to ask.
- Investment-readiness assessment
- Lean business plan
- Pitch deck and one-page profile
- Three-year financial model
- Investor targeting and research
Typical delivery 3–5 weeks
“Will the round actually close?”
Interest is not a round. This stage is about surviving diligence without stalling: clean documents, clean data room, answers ready before the questions arrive.
- Full business plan and investment memorandum
- Data-room build and organization
- Due-diligence preparation
- Valuation support
- Term-sheet review coordination with counsel
Typical delivery 4–8 weeks
“Do the numbers hold up under scrutiny?”
Series A investors buy the engine, not the story. Your unit economics, cohorts and reporting have to be defensible line by line.
- Unit-economics and cohort modelling
- KPI framework and board reporting pack
- Management accounts clean-up
- Fractional CFO support
- Diligence-gap remediation
Typical delivery 6–10 weeks
“Will the back office survive growth?”
Headcount and geography both doubled. The systems that got you here quietly stop working, usually in finance and hiring first.
- Finance function build-out
- Process digitalization and automation
- HR systems, policies and hiring process
- Compliance calendar across entities
- Multi-entity structuring coordination
Typical delivery 8–12 weeks
“Is this institution-grade?”
Later rounds and strategic buyers test governance as hard as growth. Controls, audits and board discipline become the constraint.
- Audit preparation and coordination
- Corporate governance documentation
- Internal financial controls
- International tax coordination
- Board and investor reporting
Typical delivery Ongoing engagement
“How do we run this better?”
For established companies and SMEs that are not raising. The work is margin, not narrative: cut the manual process, see the numbers sooner, outsource what shouldn't need you.
- Digital transformation assessment
- Workflow automation and internal dashboards
- Outsourced finance, HR and administration
- Client portals and custom tooling
- International expansion planning
Typical delivery Ongoing retainer