Fractional CFO Services for Companies That Outgrew Their Bookkeeper
You have books. What you do not have is a forecast you trust, unit economics you can defend in a board meeting, or anyone modeling what the next five hires do to your runway. That is the job. Senior finance leadership, priced as a fraction of the hire.
- 13-week cash view, updated monthly
- Board-ready reporting, not a QuickBooks export
- Tax strategy built into the model, not bolted on
The point where accounting stops being enough
Every one of these is a decision problem, and none of them can be answered from a closed set of books alone.
Runway is a guess
Cash in the bank divided by last month's burn. No scenario for the hiring plan, the collections lag, or the quarter where three annual contracts renew at once.
Growth is not producing profit
Revenue climbs, cash does not. Nobody has isolated contribution margin by segment, so it is unclear whether you are scaling a good business or subsidizing a bad one.
The raise exposed the finance function
Diligence asks for a cohort analysis, a revenue bridge and a three-year model. Assembling it from scratch under a deadline costs leverage and valuation.
Tax decided after the fact
Entity structure, R&D expensing, credits and stock issuances handled at filing time — long after the window to do anything about them has closed.
The finance function of a much larger company
Cash forecasting & runway
A rolling 13-week cash view and a driver-based operating model, so hiring, pricing and spend decisions are made against a forecast instead of a bank balance.
Unit economics & pricing
Contribution margin by product, segment and channel. Acquisition cost against lifetime value, payback period, and the cost to serve your least profitable customers.
Board & investor reporting
A monthly package your board can read without a call: revenue bridge, burn and runway, cohort retention, plan versus actual with the variances explained.
Fundraise & diligence readiness
The model, the data room and the historical clean-up done before the term sheet, so diligence confirms your numbers rather than discovering them.
Startup tax strategy
Section 174A domestic research expensing, the R&D credit payroll offset, Section 1202 qualified small business stock planning, entity structure and 83(b) timing.
Systems & close discipline
A close calendar that finishes on time, a chart of accounts that maps to how you actually run, and reporting that survives your next order of magnitude.
Strategy and compliance under one roof
- The forecast and the return are built by the same team. Structure, credits and stock decisions get made while they can still be changed, not discovered at filing.
- Numbers you can defend. Every figure in the board package traces to closed books and a documented assumption. Investors test the model; it needs to hold.
- Scoped to the stage you are at. Engagements flex up through a raise or diligence and back down afterward. You are buying judgment by the hour, not headcount.
- Licensed and accountable. Advice is given by a credentialed professional who signs the return and will represent you if the IRS asks about it.
What founders ask before they engage
When does a startup need a fractional CFO instead of a bookkeeper?
A bookkeeper records what already happened and a controller makes sure it was recorded correctly. A CFO decides what happens next: how long the runway is, what the next hire costs in months of cash, whether the pricing model actually covers the cost to serve, and what the board needs to see. The usual trigger is not a revenue number but a decision the founder cannot answer from the accounting file. In practice companies reach that point somewhere between one and twenty million dollars of revenue, or earlier if they are raising, carrying inventory or debt, or reporting to a board. Fractional means you buy the judgment without the base salary, equity and severance risk of a full-time hire, and you can scale the engagement up during a raise and back down afterward.
How does the change to research and development expensing affect our burn rate?
It reversed one of the harshest cash-flow rules startups have faced in years. From 2022, Section 174 required domestic research and experimental expenditures, including a large share of engineering payroll, to be capitalized and amortized over five years instead of deducted immediately. That created phantom taxable income at pre-profit companies, and some startups paid real federal tax while burning cash. The One Big Beautiful Bill Act restored immediate expensing of domestic research costs under new Section 174A for tax years beginning after December 31, 2024. Eligible small businesses may elect to apply the change retroactively to 2022, and companies may generally accelerate their remaining unamortized balances. Foreign research remains on a fifteen-year amortization schedule, so where your engineers sit still changes the answer. For most software companies this is a genuine cash refund opportunity that requires amended returns or an accounting method change to capture.
Can a pre-revenue startup use the R&D tax credit if it owes no income tax?
Yes, through the payroll tax offset. A qualified small business, generally one with less than five million dollars of gross receipts in the current year and no gross receipts more than five years back, may elect to apply up to 500,000 dollars of its research credit against employer payroll taxes rather than income tax. The election is made on a timely filed original return, which is the part companies most often get wrong: miss the deadline and the credit is stranded until the company is profitable. The offset is claimed on quarterly payroll filings beginning the quarter after the return is filed, so it converts a credit into actual cash within a few months. This is separate from the Section 174A expensing question and the two are claimed together.
What is qualified small business stock and when should we be thinking about it?
Section 1202 qualified small business stock can exclude a large share of the gain on an eventual sale of founder or early-investor stock, and it is decided years before the exit. The core requirements are original issuance of C corporation stock, an active qualified trade or business, and gross assets below a statutory limit at the time of issuance. The One Big Beautiful Bill Act meaningfully expanded the rules for stock issued after July 4, 2025: the gross asset limit rose to 75 million dollars, the per-issuer gain cap rose to 15 million dollars with inflation indexing, and a tiered holding period now allows a 50 percent exclusion at three years and 75 percent at four years rather than requiring the full five years for any benefit. The practical consequence is that entity choice, the timing of your issuances, and how you handle conversions and redemptions all need to be evaluated at formation and at every round, not at the term sheet.
What does a fractional CFO engagement actually look like month to month?
A typical engagement runs on a monthly cycle anchored to the close. Books are closed and reviewed in the first week, followed by a management reporting package covering revenue, gross margin, burn, runway and the operating metrics specific to your model. The rolling forecast and thirteen-week cash view are updated, then a working session with the founder or leadership team turns the numbers into decisions on hiring, pricing and spend. Around that cycle sit the periodic pieces: board and investor reporting, budget and scenario planning, lender and diligence requests, and tax strategy coordinated with the return so nothing is decided in isolation. Engagements are usually scoped by the amount of time and depth required rather than sold as a fixed package, and they are designed to flex up during a raise or a diligence process and back down afterward.
General information, current as of August 2026, and not tax or investment advice for your situation. Outcomes depend on your specific facts. Speak with a credentialed professional before acting.
Get a second opinion on your numbers
A 30-minute call on your model, your runway and the decisions in front of you. You will leave with the two or three things we would change first, whether or not you engage us.