Walk into the term sheet knowing what it does to you.
Investors back the model, the data room and a story that fits both. Most founders find out which of the three is weak while the investor is reading it.
Where raises go wrong
The pitch is usually fine. The paper behind it is where it slips:
The model breaks on one change
An investor alters a single assumption and nobody can say what happens.
Diligence starts before the data room does
Documents are gathered under pressure, and the scramble tells the investor how the company is run.
Venture and bank money pull apart
A growth facility and an equity round carry terms that collide.
Nobody runs the process
Founder time goes to investor calls while the quarter slips.
Before you go out, a fractional CFO gets the numbers, the documents and the monthly reporting into shape, then runs the process beside you. They take the process off the founder and sit across from the investor with them.
Who this is for, and who it is not
Best for
- Preparing for a funding round in the next three to six months
- A data room or financial model that will not survive diligence
- Gaps in investor reporting, cap table or board resolutions
- A founder carrying every financial question personally
- Numbers and investor narrative that do not yet line up
Not for
- A business with no revenue or traction to diligence yet
- A one-off pitch deck or investor slide design
- A team that wants a document produced, not a leader embedded
- A round already closed that needs only bookkeeping
How we support a raise
Investors meet your CFO. We stay in the background through the round, holding the brief and the governance around the work.
Around the round, not just the hire
We review progress with you on a fixed rhythm, so a slipping data room or model surfaces before an investor notices.
Finance colleagues to call on
A term sheet clause or a debt covenant your CFO has not met before can go to colleagues in our collective of 800+ for a second view.
Continuity through the process
Rounds run long. Should the CFO need to leave mid-process, we take the search back to the collective with your round's history in hand, and run the handover ourselves.
Matched on rounds run
We match for the round you are raising, venture or debt, and for the founder's temperament. A CFO who cannot work beside the founder slows the raise.
From gap to investor-ready
Calibrated to your round timeline.
Fundraise assessment
We assess your current financial infrastructure, identify gaps, and calibrate to your round timeline.
CFO deployment
Your matched Fractional CFO is embedded within two to three weeks and begins building investor-grade infrastructure.
Fundraise preparation
Financial model, data room, board pack, governance, built and stress-tested before you enter conversations.
Round support and post-close
Your CFO stays through the round and transitions to execution mode. Reporting infrastructure, milestone tracking, and board presence.
Before, during and after the round
What a fractional CFO owns at each stage of a raise.
A fractional CFO leads every fundraise
Most raises need only the CFO. When diligence probes operations or technology, a COO or CTO joins from the same collective.
Executives who have raised alongside
