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Strategic Finance
& Advisory.
Forward-looking financial strategy, performance management, and decision support for the moments that determine whether a business grows, stalls, or exits well.
Six disciplines.
One integrated team.
We operate as an extension of the CFO function or as the CFO function itself, depending on what the business needs. Our work addresses the decisions that move the business, not the month-end tasks that keep it running.
Engagements blend recurring advisory — monthly reporting packages, rolling forecasts, board materials, strategic reviews — with project-based support for one-time events such as capital raises, acquisitions, pricing resets, or market entry. The same senior practitioners lead both.
We serve private and venture-backed businesses between roughly $10 million and $250 million in revenue, PE portfolio companies across the hold period, and leadership teams approaching liquidity events. Our engagements are sized to the decision, not the calendar.
Explore each service line
Financial Planning & Analysis
Management reporting, variance commentary, and decision-support analytics operating on a predictable monthly, quarterly, and annual cadence. We close the gap between what the financials show and what leadership needs to decide.
- - Monthly reporting packages with narrative
- - Variance analysis and bridge commentary
- - KPI architecture and operating reviews
Budgeting, Forecasting & Cash Flow
Rolling-forecast discipline that replaces annual-only budgets with a twelve-month forward view refreshed each month. Integrated cash flow modeling from thirteen-week operational detail through multi-year liquidity.
- - Annual budget integrated to multi-year plan
- - Rolling forecast with monthly refresh
- - 13-week cash and covenant modeling
Pricing, Margin & Unit Economics
Decomposition of the full pricing waterfall from list price through contract terms, realization, and fully-loaded cost to contribution margin. Surfaces where margin actually leaks rather than where it is assumed to.
- -List-price and discount architecture
- - Gross-to-net realization analysis
- - Unit economics and contribution margin
Strategic Modeling & Decision Support
Decision-specific financial modeling for acquisitions, capital decisions, pricing resets, and strategic moves. Scenario design, sensitivity analysis, and pressure-tested assumptions producing decision materials leadership can actually use.
- - Three-statement model build and integration
- - Scenario and sensitivity analysis
- -Board and investment committee materials
Transactions & Capital Advisory
Quality of earnings, financial diligence, deal modeling, and post-close integration across buy-side, sell-side, and capital raise transactions. Engagement frequently extends through the first full audit cycle after close.
- - Buy-side and sell-side quality of earnings
- - Deal modeling and funds flow
- - 100-day integration and carve-out support
Global Expansion Advisory
U.S. market entry for foreign-owned businesses and international expansion for U.S. companies. Outlook coordinates centrally while local specialist partners execute jurisdiction-specific work.
- - Entity structure and jurisdictional analysis
- - Transfer pricing and treaty planning
- - U.S. compliance infrastructure setup
A partner,not a provider.
Embedded in the leadership rhythm
We operate on your planning cadence, not ours — weekly standups, monthly reporting, quarterly reviews, board cycles. Analysis lands in the meetings where decisions actually get made.
Forward-looking, not rearview
FP&A is not month-end plus commentary. The output supports decisions you have not made yet — pricing changes, capital deployment, market entry — rather than reconciling what already happened.
Models built to be defended
Every forecast and analysis is structured for scrutiny in a board meeting, a lender conversation, or a diligence room. Institutional-quality output from day one, not polished later.
Operating commitments quantified
Close cycle time, forecast variance, board-material lead times. We commit to specific metrics at engagement start and report against them throughout the engagement.
Three cadences, one integrated function
Strategic finance runs on overlapping rhythms — monthly reporting, quarterly forecasting and board review, annual planning. Our work plugs into all three rather than picking one, so decisions at every horizon have the analytical support they need.
Close, management reporting, variance commentary. The rhythm leadership reads every month.
Forecast refresh, board materials, performance reviews. The rhythm that informs capital and strategic decisions.
Strategic planning, annual budget, multi-year outlook. The rhythm that sets direction.
A recent case from this practice
Rebuilding the reporting function for a national healthcare data platform
Closed the credibility gap between finance output and what leadership needed to decide. New reporting architecture, rebuilt forecast, and a planning cadence that survived the following capital event.
Ready to sharpen your finance
function?
A thirty-minute conversation is the fastest way to determine fit. We will listen to your situation and give a candid view on how we can help.