OCFO · OFFICE OF THE CFO
Finance infrastructure that makes the board trust the numbers
A growth company cannot scale on spreadsheet heroics. We build the reporting, unit economics, ARR logic, board packs, and forecast discipline that let CEOs, CFOs, and sponsors make decisions faster.
BEST FIT
Who this service is for, and when to use it.
The mandate follows the constraint, not the menu. This service line solves a specific operating problem; the trigger below tells you when it is the right opening move.
- AUDIENCE
- Founder-CEOs, CFOs, PE-backed management teams, and boards
- TRIGGER
- Use this when forecasts miss, board packs create debate instead of decisions, ARR/MRR definitions drift, or the finance team is not ready for diligence.
- SERVICE CODE
- OCFO
ENGAGEMENT TIMELINE
Office of the CFO primarily lives in implementation.
Each service line lives inside the four-phase operating journey. This phase is where this engagement spends most of its operating cadence.
PHASE 03
Implementation
Days 22–90
Office of the CFO installs the financial operating system inside the live company — forecast trust, KPI hygiene, reporting cadence.
- Forecast accuracy and unit economics rebuilt against the operating model
- Cash, runway, and finance reporting wired to the existing dashboards
- Board-ready financial narrative tied to the operating scorecard
OPERATOR RESULTS
The CFO system has to make decisions faster
The finance function should reduce debate, not create it. We build ARR rules, board packs, unit economics, and forecast cadence from an operator perspective: the number has to trigger a decision.
ENGAGEMENT OUTCOMES
What the work produces.
Outcomes are what the engagement leaves behind for the executive team to operate with. They are not intermediate deliverables; they are operating moves.
- OUTCOME 01
- Board reporting framework
- OUTCOME 02
- ARR/MRR and deferred revenue rules
- OUTCOME 03
- Forecast and unit-economics operating cadence
The finance function should reduce debate, not create it. We build ARR rules, board packs, unit economics, and forecast cadence from an operator perspective: the number has to trigger a decision.
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DECISION GUIDES
When this service is the right move.
- AI Audit vs. AI Implementation Sprint: Decision Guide A decision guide for choosing an AI audit, AI transformation blueprint, or implementation sprint based on readiness, workflow clarity, and risk.
- Interim CEO vs. Interim CFO: Turnaround Leadership Decision Guide A decision guide for boards and sponsors choosing interim CEO, interim CFO, or embedded operator leadership during a technology-company turnaround.
- Office of the CFO vs. Fractional CFO: Finance Leadership Decision Guide A decision guide for choosing fractional CFO, Office of the CFO, or interim finance operator support when technology companies need trusted numbers and board-ready finance infrastructure.
OPERATOR RESOURCES
Checklists and scorecards for this service line.
- AI ROI Spreadsheet A worksheet for translating AI use cases into time savings, quality improvement, revenue response, cost avoidance, and payback assumptions.
- Exit Readiness Scorecard A 12-18 month readiness scorecard for technology companies preparing for buyer diligence, investment banking preparation, or PE exit planning.
COMMON QUESTIONS
Operator-grade answers.
The questions that come up before the first call. Relevant outcomes are listed on the results page.
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Is this fractional CFO work?
It can be. We typically operate as an embedded Office of the CFO function focused on reporting architecture, forecast reliability, unit economics, and transaction readiness.
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What metrics do you stabilize first?
Forecast accuracy, ARR/MRR definitions, CAC payback, gross margin by segment, NRR/GRR, revenue recognition, working capital, and board reporting cadence.
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