Capital is close by. Readiness is the scarce part.
In New York the investors are a short ride away, and they all read the same way. Rounds are won by the company that has already answered the third question.
Why rounds slow down
Across New York raises, the same things recur:
The model fails when an assumption moves
It holds until an investor changes one input, and then nobody in the room can say what moved.
Diligence begins and the data room is not ready
Documents gathered under pressure tell the investor how the company is run before anyone has said a word.
Every investor is pitched the same story
A venture fund, a family office and a lender each test a different thing, and one deck rarely answers all three.
The raise has no owner
The founder is running a round and a company at once, and one of them suffers.
A CFO who has run raises before relieves the founder of the process, covering the model, investor materials, data room and the follow-up that keeps a conversation alive. They join the meetings and see that every question gets a straight answer.
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
Support that lasts past the term sheet
A raise is a few intense months inside a longer engagement. We match the operator and keep governance around them while the round runs.
Present for the whole round
We check in with you and the CFO through the process and raise drift early, before an investor notices it.
A collective for the hard questions
Your CFO can reach the wider collective of 800+. A valuation question that turns out to be about operations meets someone who has answered it.
No restart if someone steps away
We hold the brief and the data-room context. If your executive cannot continue, the replacement search starts from that context and we steer the transition, so the raise keeps its thread.
Matched for steadiness
Temperament weighs as much as track record. A founder in the middle of a raise needs a steady partner, and the CV does not show that.
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
