Assurance · Finance function
A finance function, before you can justify a finance department.
Most founder-led companies do not need a full-time CFO. They need the monthly close to happen on time, the numbers to reconcile, someone to say what the unit economics actually are, and controls that hold when the founder is travelling. That is a few days a month, not a salary.
इस पेज का हिन्दी अनुवाद अभी तैयार हो रहा है। · Hindi translation of this page is in progress.
Who this page is for
- You run a company with real revenue, an accountant who files returns, and nobody whose job is to understand the numbers.
- Your MIS arrives late, arrives different every month, or arrives and nobody trusts it.
- You are raising, selling or borrowing, and the diligence questions are coming.
- You want personal investment advice. We do not advise individuals on where to put their money, and we are not registered to.
- You want bookkeeping or tax filing. We work above that layer and alongside whoever does it.
- You want a name on a cap table deck and nothing else.
Six things that usually need fixing first.
A close that lands on a date
Monthly accounts finished by a committed day, in the same format every time, with last month's numbers still saying what they said last month.
Reporting people actually read
One page for the board, one for operations, both generated from the same source. We automate the assembly so it survives a busy month.
Controls and compliance
Approval limits, segregation of duties, vendor and customer onboarding checks, and statutory obligations tracked on a calendar rather than remembered.
Unit economics you can defend
What one unit, one customer or one plant actually costs and earns, with the allocations written down — so pricing is a decision instead of a habit.
Cash and working capital
A thirteen-week cash view, receivable and inventory discipline, and early warning before a growth month becomes a liquidity problem.
Diligence readiness
The data room, the reconciliations and the answers assembled before an investor or lender asks, not during.
Where the systems background matters. Reporting that is rebuilt by hand each month fails the moment things get busy. We automate the pipeline that produces the numbers — the same discipline used to build the process-control platform on the monitoring side of this firm.
How it runs.
- 01
Books review
Two weeks looking at what exists — ledger, MIS, controls, obligations. You get a written assessment whether or not we work together after it.
- 02
Fix the close
Before anything strategic, the monthly numbers have to be right and on time. Usually the first sixty to ninety days.
- 03
Standing rhythm
A fixed number of days a month: close review, board pack, cash meeting, and whatever decision is live. Priced as days, not as a vague retainer.
- 04
Hand over
The goal is to make ourselves unnecessary — to hire your first finance manager into a function that already works, and to document it so they inherit rather than rebuild.
Start with the books review.
It is a fixed, small engagement with a written output. If the assessment says you don't need us yet, that is a perfectly good result.