Be ready for the investor's second question.
Whether you are launching a first fund, selling a stake in a service firm or raising for an operating business, the process turns on preparation. Investors judge the operation as well as the strategy.
Why raises stall
Launches and raises here tend to stall on these:
The management company is an afterthought
Investors diligence the manager's own finances, controls and key-person cover, and many first-time managers have not prepared them.
Operations are described, not shown
Service providers, valuation, compliance and reporting are promised in the pitch deck and cannot be evidenced in the room.
The model fails the first changed assumption
It holds until an investor moves one input and nobody can say what happens to cost.
Nobody owns the process
The principals raise while running the business, and both slip.
A fractional CFO who has been on the manager or company side of a raise runs the process for you: the model, the operational due diligence pack, the data room and the answers to what has not yet been asked. We match for experience of what allocators and institutional investors test.
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
Help with a launch or a raise
The executive is chosen for the raise in front of you, and we stay involved until it closes.
Alongside you to the close
As allocators come and go from the process, we review the engagement with you and adjust the brief.
A model checked early
A peer from the collective can test the model and the operational diligence pack before an allocator does.
No restart mid-raise
A raise cannot be paused, so if the executive leaves before the close we search from the brief already written and manage the changeover.
At ease with allocators
Allocators test the operation as hard as the strategy. We match for someone who can answer them calmly.
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 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
