Real engagements. Measured outcomes.

A boutique CFO services firm in Texas couldn't scale beyond its existing client base - limited delivery capacity and inconsistent month-end closures were blocking a pipeline of funded startups needing both FinOps and strategic reporting.

What we did

·Deployed a 4-member team under the Managed Outcome Model covering AP, reconciliations, and MIS dashboards

·Set up SOPs and a review cadence within 3 weeks of onboarding

·Introduced Power BI dashboards for investor-update reporting

What changed

✓Client onboarded 7 new startup clients without hiring locally

✓Consistent closes replaced firefighting

✓Reporting became investor-ready by default

A New Jersey CPA firm providing controllership services wanted to offer strategic reporting - dashboards, board packs - but lacked the time and tech-savvy staff to build it.

What we did

·Provided a part-time strategic analyst with CFOLogic oversight

·Implemented dashboards and investor-ready templates

·Ran regular review calls translating financials into decision-ready insights

What changed

✓Perceived value of the firm's services rose measurably

✓Two end clients began requesting quarterly board packs

✓The engagement deepened instead of churning

A remote-first CFO services firm in California faced capacity challenges from growing demand for budgeting and financial analysis support - it needed FP&A skills fast, without the time to hire and train directly.

What we did

·Placed 2 FP&A analysts via Staff Augmentation, trained and monitored by CFOLogic's FP&A lead

·Integrated with the client's planning tools - Fathom and Excel Copilot

·Provided scenario modeling for their SaaS and retail clients

What changed

✓Budget cycles ran faster and cleaner

✓Insights helped end clients extend runway

✓Long-term extension to a team of 5 with minimal ramp-up

A newly PE-backed services company's CFO faced the classic sponsor mandate - stabilize reporting, align finance to the value creation plan, and start delivering improvements within 100 days - while the business hadn't slowed down.

What we did

·Ran a priority assessment with the CFO to pick the three initiatives that moved the value creation plan most

·Rebuilt the monthly reporting pack to the sponsor's definitions and timeline

·A US lead plus Pune execution team owned delivery end to end

What changed

✓Reporting stabilized inside the first quarter

✓The CFO led board conversations instead of defending numbers

✓BAU stopped crowding out the strategic agenda

A mid-market manufacturer's finance team spent most of each month assembling numbers - the close dragged, variances were explained from memory, and the CFO's transformation agenda kept stalling.

What we did

·Applied AI to close automation, variance detection, and anomaly flagging - grounded in clean data and governance

·Redesigned R2R handoffs so nothing waited on individuals

·Coached the in-house team so the capability stuck

What changed

✓The close accelerated and stopped consuming the month

✓Variance stories arrived with the numbers, not weeks later

✓Finance hours shifted to judgment calls, not assembly

A Florida CPA firm offering outsourced accounting was stretched thin at month-end - inconsistent delivery and review gaps were showing up exactly when clients were watching.

What we did

·Implemented a Managed Outcome Model covering AP, AR, reconciliations, and close checklists

·Introduced a 3-tier review structure: doer, reviewer, QA

·Standardized reporting templates across 12 clients

What changed

✓Variance reporting became consistent across the book of business

✓Local team freed up for client-facing advisory

✓Peak periods stopped breaking the process

A newly formed Florida bookkeeping firm was winning clients fast but lacked the operational depth to deliver monthly closes and financial reports on time.

What we did

·Deployed a 3-specialist pod: close expert, AR/AP specialist, MIS analyst

·Created SOPs from scratch and implemented a performance tracker

·Trained the client's in-house junior accountants

What changed

✓The founder refocused on growth instead of delivery

✓The pod became the firm's core delivery engine

✓Clients tripled without local hiring

A multi-national e-commerce business ($6M revenue) operating across multiple markets struggled with consolidated financial reporting and understanding profitability by market.

What we did

·Implemented a standardized chart of accounts and reporting templates across entities

·Established a monthly consolidation process including intercompany eliminations

·Delivered monthly reports analyzing revenue, COGS, and opex by market and product category

What changed

✓Leadership finally saw the whole business in one place

✓Profitability by market exposed growth drivers and underperformers

✓Expansion decisions ran on comparable data

A US-based software development company ($4M revenue) faced chronic cash pressure from delayed client payments and fluctuating project timelines.

What we did

·Streamlined invoicing with automated reminders and clearer payment terms

·Built a cash flow forecast across revenue, expenses, and collection timelines

·Restructured client payment terms and AR management

What changed

✓Cash inflows accelerated and working capital improved

✓Shortfalls anticipated instead of discovered

✓Management gained the confidence to invest in growth

A growing US services SMB ran payroll across several states with filings handled ad hoc - late penalties, vendor double-payments, and a permanent 'the books are a bit behind' state.

What we did

·Took over bookkeeping, AR/AP, payroll, and compliance as one accountable function

·Set up approval controls that stopped duplicate payments and surprise fees

·Reconciled bank, cards, and ledger monthly with a doer–reviewer–QA structure

What changed

✓Penalties and vendor escalations stopped

✓The monthly report became short, clear, and trusted

✓The founder got evenings back

A UAE-based SaaS startup ($2M revenue) was acquiring users rapidly but had no reliable view of cash - spend decisions were being made blind.

What we did

·Built a dynamic financial model with integrated revenue, expense, and cash forecasting

·Defined and tracked CAC, LTV, and burn rate

·Established monthly FP&A reporting with variance analysis

What changed

✓Working capital managed proactively instead of reactively

✓Spending optimized toward the growth initiatives that paid back

✓Founder walked into investor conversations with clear projections

A US-based marketing agency ($3M revenue) struggled with unreliable revenue forecasts and staffing allocation - planning was guesswork dressed as a spreadsheet.

What we did

·Implemented a rolling forecast with monthly updates, fed by CRM pipeline data

·Built KPIs for conversion rates, client retention, and consultant utilization

·Delivered monthly variance analysis against forecast

What changed

✓Financial planning became something the team could rely on

✓Project staffing was predicted, not scrambled

✓Strategy adjustments happened proactively, not post-mortem

A niche US software consulting firm ($7M revenue) with a delivery center in India couldn't see where billable hours were leaking - staffing ran on instinct and profitability varied wildly by project.

What we did

·Implemented tracking of consultant time and billable hours against projects

·Built KPIs for billable utilization, project profitability, and resource forecasting

·Delivered monthly reports flagging underutilized resources and staffing gaps

What changed

✓Project profitability rose with utilization

✓Hiring plans followed the pipeline instead of guesswork

✓Underutilization was caught in-month, not at year-end

A software company with subscription revenue across multiple global markets ($8M revenue) struggled to forecast recurring revenue and churn with any confidence.

What we did

·Built a subscription forecasting model on historical data, cohort analysis, and churn projections

·Implemented tracking of new subscriptions, upgrades, downgrades, and cancellations

·Delivered monthly analysis of revenue trends, churn by cohort, and customer lifetime value

What changed

✓Revenue projections became reliable enough to plan on

✓Retention patterns informed customer success strategy

✓Long-term planning ran on real recurring-revenue dynamics

A US manufacturing SMB ($9M revenue) couldn't explain its cost variances - production costs drifted, margins compressed, and pricing decisions ran on stale assumptions.

What we did

·Implemented cost accounting across direct materials, labor, and manufacturing overheads

·Developed standard costs for key products with monthly variance reports

·Identified cost overruns and recommended process improvements

What changed

✓Production inefficiencies were found and fixed

✓Gross margins improved with real cost visibility

✓Pricing and inventory decisions ran on accurate cost data

A Singapore-based tech platform ($1M revenue) seeking growth funding needed to demonstrate financial planning strong enough to survive investor scrutiny.

What we did

·Developed an investor-ready financial model with realistic projections and cost assumptions

·Defined the SaaS KPIs investors actually test

·Supported pitch deck preparation with clear financial summaries

What changed

✓Funding secured on a well-articulated financial plan

✓Management left with a robust financial roadmap

✓Metrics discipline persisted after the round

A construction company ($5M revenue) growing across India and the UAE couldn't tell which projects made money - profitability was invisible across geographies and bidding ran on gut.

What we did

·Implemented a standardized project costing template across all geographies

·Centralized financial data from different project sites

·Delivered monthly profitability analysis by project and region with key variances

What changed

✓Underperforming projects were identified and turned around

✓Material, labor, and overhead tracking tightened cost control

✓Bidding decisions ran on clear, comparable data

An AI and data science company scaling globally ran a dual US–India structure - financial and regulatory complexity across both markets was eating founder time and adding risk.

What we did

·Provided Finance Team as a Service across both entities

·Managed cross-border compliance in both markets

·Brought founder-level strategic CFO support to key decisions

What changed

✓Cross-border operations ran smoothly through scale-up

✓Compliance held across both jurisdictions

✓The founder had a strategic CFO who understood both markets

A funded SaaS founder was carrying every hard money decision alone - board meetings felt like defending, cash surprises landed in week one of the month, and the next raise had no plan behind it.

What we did

·Installed a weekly decision rhythm: one view connecting dashboards, accounting, and ops numbers

·Built board packs that led the conversation instead of reporting theater

·Pressure-tested hire, pricing, and expansion calls with scenario models

What changed

✓Cash became a dashboard, not a cliff

✓The board saw a leader who owned the numbers

✓The fundraise plan started on the founder's timeline

A US software development company ($4M revenue) had revenue but no rhythm - delayed payments and fluctuating project timelines meant every month ended in a cash scramble.

What we did

·Built the forward cash model and working-capital discipline

·Set collection cadences and renegotiated client payment terms

·Gave leadership a weekly read on cash, runway, and commitments

What changed

✓The 'are we fine?' question became a Tuesday-morning glance

✓Growth investments proceeded with confidence

✓Cash stopped driving decisions by panic

A mid-sized IT services firm was acquiring a smaller competitor for $12M and needed to confirm the target's financial health before wiring the money.

What we did

·Conducted a detailed financial review of the target

·Analyzed cash flow and working capital for post-acquisition funding needs

·Helped structure an earn-out to align buyer and seller incentives

What changed

✓Deal terms renegotiated on accurate data

✓Financial integration went smoothly post-close

✓The buyer's investment was protected

A B2B SaaS startup with $2M ARR needed its financial data organized into a clear, consistent story investors could test - and trust.

What we did

·Audited key SaaS metrics and fixed calculation inconsistencies

·Assessed cost structure and cash burn for efficiency gains

·Built a financial forecast aligned with investor expectations

What changed

✓Transparency improved valuation negotiations

✓Founders told a stronger financial story

✓The round closed

A rapidly scaling AI-driven marketing startup raising a $15M Series B was in a time crunch - investors were pushing back hard on the accuracy of projected user growth.

What we did

·Dug into customer data to validate growth claims via LTV and churn

·Built a focused model showing how sensitive projections were to key assumptions

·Ran a daily cadence answering investor questions in real time

What changed

✓The funding timeline held

✓Investors' concerns were addressed head-on

✓Better internal tracking was set up to prevent repeats

Investors considering an $8M investment in a manufacturing expansion wanted independent validation of the business's financial stability and growth projections before committing capital.

What we did

·Conducted an independent financial review, flagging overly aggressive growth projections

·Analyzed working capital and cash flow under different expansion scenarios

·Validated revenue assumptions against supplier contracts and customer pipeline

What changed

✓A more realistic financial plan emerged

✓Investor confidence rose and funding followed

✓The expansion's long-term viability improved

A VC fund investing $5M–$10M in early-stage startups was tired of diligence reports that focused only on the numbers - it needed a partner who understood how startups actually fail.

What we did

·Assessed team dynamics and product-market fit alongside the financials

·Applied startup operating experience to spot non-obvious risks

·Focused on the scalability of each business model

What changed

✓Smarter investment decisions, pitfalls avoided

✓Practical, actionable insights instead of number dumps

✓More successful closes for the fund

An angel investor considering a $1M investment in an e-commerce startup needed to validate reported sales figures and profitability claims before committing capital.

What we did

·Performed a detailed financial review, identifying inflated revenue projections

·Analyzed inventory and fulfillment costs for realistic margins

·Assessed cash burn and breakeven to verify sustainability

What changed

✓Terms renegotiated on accurate data

✓Risk reduced through milestone-based funding

✓A safer, well-informed investment decision