Who We Serve
Built for the rooms where the numbers matter: investors, boards, and CEOs. And built to elevate the CFO who answers to them. That's what Office of the CFO means to us.
Finance functions that scale past the breakpoints: KPI infrastructure from day one, FP&A that keeps pace with the business, and capital raise support when the moment comes.
Visibility that drives action: the board narrative, the operating cadence, and confidence in every number that reaches the room. Trusted advisors in distressed and non-distressed situations alike.
Counsel at the level of the seat: the operating model, the function designed to scale, and the standard the board expects. We advise first, then stand behind the advice with execution.
Industry Coverage
The Office of the CFO looks different by industry.
Cost, throughput, and working capital in capital-intensive operations.
Standard costs that haven't been updated in years, WIP tying up cash out of sight, and a month-end that can't explain margin by plant or product line.
Cost and margin visibility by plant, product, and customer. Working capital worked as a lever. A weekly cash rhythm that survives the cycle.
People economics, utilization, and recurring revenue visibility.
Utilization and bill rates live in five spreadsheets, project margin appears after the project ends, and hiring runs ahead of visibility.
Margin by engagement and team while the work is live. Utilization, pipeline, and capacity in one view leadership plans against.
Inventory, margin, and demand signals that move weekly.
Inventory ties up cash while stockouts cost sales, and the P&L can't say which channel or SKU actually makes money.
SKU and channel margin clarity, inventory cash targets, and demand signals read weekly instead of discovered quarterly.
Reimbursement complexity, payer mix, and multi-site consolidation.
Payer mix shifts faster than the reporting, collections lag drifts, and every acquired site closes on a different calendar.
One consolidated close across sites, payer-mix and reimbursement visibility, and cash forecasting that respects the revenue cycle.
ARR metrics, cohort economics, and investor-grade SaaS reporting.
ARR, NRR, and CAC are calculated three different ways across the company, and the board deck takes two weeks to defend.
One governed set of SaaS metrics, cohort economics that hold up in diligence, and an investor narrative the numbers back.
Project accounting, asset utilization, and commodity exposure.
Project profitability surfaces months late, asset utilization isn't actually measured, and commodity swings hit the forecast unmodeled.
Job-level margin while the job runs, utilization measured not guessed, and scenarios that price the exposure before it lands.
WIP schedules, percent-complete, and cash across long cycles.
WIP schedules assembled by hand, percent-complete renegotiated every month, and cash needs discovered mid-project instead of at bid.
A WIP process that closes itself, percent-complete everyone signs, and project cash curves visible from award to retainage.
Volume, freight, and margin-per-unit clarity at scale.
Freight and fuel eat margin invisibly, rebates and pricing exceptions pile up, and per-unit economics only exist in aggregate.
Margin per unit, lane, and customer at line level. Pricing leakage found and closed. Volume economics leadership can steer weekly.
Specialty finance, insurance services, and regulatory-grade reporting discipline.
Regulatory reporting consumes the team, portfolio analytics run on extracts, and the audit trail is rebuilt every cycle.
Reporting discipline that satisfies the regulator without consuming the function, and portfolio visibility from governed data.
Private Equity Sponsors
You see problems before they change your outcome.
The narrative and the numbers a board expects, built to the deal team's own template and cadence.
Actuals against plan by cost center, with the driver behind every variance already attached.
The forecast and the low point named weeks out, with the levers already identified.
Days outstanding by customer, and where the cash is actually stuck.
Driver-based forecasts reviewed by department, actual and plan in the same view.
Built to the format the board already reads, not a generic export.
The reporting a portfolio review runs on, installed and run for you.
Deal to Exit
Financial due diligence support, quality-of-earnings preparation on the sell side, and the finance-function assessment that tells you what you're actually buying.
Board reporting your deal team can trust, 13-week cash discipline, KPI infrastructure, and an embedded operator when the portfolio CFO seat needs support.
Exit readiness as a standing state: clean historicals, documented adjustments, and a data room that's ready before the process starts, not assembled during it.
Tell us where you sit and what's in front of you.