Supporting you through every phase of the journey

Early on you can. It stops working once separate teams are committing spend independently and nobody holds the full picture. You need someone who can see across all of it and turn it into numbers your board can act on.

Usually when the departments start multiplying and every financial question routes back through the founder. Our rough marker is around $1M of revenue and $5M or more raised. If you're not sure which side of that you're on, ask. We'll tell you if it's too early.

Two things. We do the recurring financial work: forecasting, reporting, the model, the board pack. And we sit above your accounting function, either taking over oversight of the team you have or helping you bring in a better one. You stop managing that function, because we do.

No. We don't file, we don't touch the ledger, and we don't carry responsibility for a missed deadline. What we do is see it coming. Annual taxes, 409As, sales tax, multi-entity setups: we know what's ahead of you and who should handle it.

Bridge debt, a new bank account, an ERP migration, changing accounting firms, pitching at a stage you haven't pitched at yet. We've been through most of it and know who to bring in. You get one person guiding it rather than hunting for a specialist you have no way to vet.

Your operations side, usually a Chief of Staff or an operations manager, alongside the accounting team. They own execution. We own the financial output and the oversight of how that work gets done.

Then take less of one. The forecasting, the reporting and the oversight all still run, on a lighter cadence and fewer hours.

A full-time CFO arrives as a leader without a department. They can produce the first cycle themselves, but the systems still have to be built and the team behind them still has to be hired. We arrive with both sides in place: we produce the forecasting and reporting ourselves, with senior oversight on top. Your accounting team keeps the books. When the volume justifies a full-time head, VP, or CFO, we'll say so and help you hire them.

They aren't alternatives, and treating them as a choice is how finance functions end up stuck. Outsourced controllership owns billing, payments, and accounting, and it keeps the books clean. That's the floor. What sits above it is the forecasting, the reporting, and the judgement about where the money goes, and that layer doesn't appear on its own. If clean books are genuinely all you need right now, controllership will usually solve it at a better cost, and we'll say so and point you toward someone good. Past that point most companies need both, and we work on top of the controllership you already have.