Industries

SaaS companies scale fast. Your financial and people infrastructure has to keep pace.

The infrastructure that carries you through one stage of growth won't carry you through the next. We embed senior operators who have built SaaS finance and people functions before. They arrive knowing your model, not learning it. We know what your investors expect, what your board will ask for, and what each stage demands.

Who we work with

From vertical SaaS operators to enterprise software and cybersecurity platforms.

Typical client ARR ranges from $5M to $100M+.

AI and machine learning software companies
Cybersecurity, identity, and trust platforms
Vertical SaaS and industry-specific platforms
Enterprise and B2B software businesses
Supply chain, operations, and manufacturing SaaS
Field service, restaurant, and consumer software platforms

When founders call us

Most engagements don't start in crisis.  
They start because something is about to change.

These are the inflection points where the systems that carried you here stop being adequate for what comes next.

01

Your revenue recognition policy was built for simplicity. Multi-year contracts, usage-based pricing, and professional services components are breaking it.

02

Your lead VC is asking for a cohort waterfall, NRR by segment, and a burn multiple trend. None of those exist in a form you can share today.

03

Engineering headcount is growing fast. Equity administration, offer letter consistency, and comp benchmarking haven't kept pace.

04

A strategic process is on the horizon, and the buyer's diligence team will want an ARR quality analysis and revenue waterfall you can't produce yet.

Program benefits

Every metric below has been built, defended, and refined in a SaaS board room.

When a VC asks for a cohort waterfall or a headcount ratio benchmark, your team should be able to produce it the same afternoon. We build the models and the discipline that make that possible. These are a few of the metrics our team builds, defends, and reports on. Every engagement gets calibrated to the metrics your business needs to grow.

Financial Metrics

ARR / MRR

Annual and monthly recurring revenue tracked with expansion, contraction, and churn segmented clearly. The foundation of every SaaS financial model.

Net Revenue Retention

NRR above 100% is a signal of a healthy SaaS business. We model cohort-level retention so you can identify where expansion and churn are actually occurring.

Cash Runway

Months of operating cash remaining at current burn. The anchor metric for every fundraising conversation and capital allocation decision, modeled against multiple growth scenarios so the picture survives board interrogation.

Burn Multiple

Net burn divided by net new ARR. At Series A and beyond, this is one of the metrics investors use to assess capital efficiency before deciding to follow on. The standard test for whether SaaS growth is fundable at the next stage.

People and Organizational Metrics

Engineering, GTM, and G&A Headcount Ratio

Investors increasingly scrutinize how engineering, sales and marketing, and overhead headcount are sized relative to each other. The right ratio shifts by stage, ACV, and product motion.

Engineering and Product Comp Benchmarks

Salary, equity, and total comp benchmarked against current SaaS market data. Underpaying engineering at Series A costs you the hires that drive the next stage of growth.

Employee Engagement and Satisfaction

Engagement scores, manager effectiveness ratings, and pulse survey data tracked over time. Engagement leads voluntary attrition by 6 to 12 months.

HR Compliance and Risk Exposure

Employment classification, multi-state registration, wage and hour compliance, and policy currency. The HR compliance picture has to move in lockstep with the financial side.

How engagements evolve

Infrastructure requirements change at every stage. We evolve with you.

Most of our SaaS clients start at one engagement scope and expand as the company grows. The services below reflect what's typically most critical at each stage, not a fixed package.

Foundation

Getting the foundation right before the pressure arrives.

Seed-stage SaaS companies need clean books and basic infrastructure before the first institutional conversation. Most Series A friction traces back to accounting and reporting decisions made in the first 18 months.

What we focus on:

Clean, reconciled books and a close process investors can rely on
SaaS revenue recognition under ASC 606
Burn rate tracking and runway modeling
Cap table and equity compensation accounting
People compliance basics: offer letters, classification, handbooks

Build

Board-ready reporting and the infrastructure to scale through it.

This is where the financial model becomes operational. Investors are asking for metrics most Seed-stage companies haven't built yet, the audit is coming, and the org chart needs to evolve alongside the financial function.

What we focus on:

Full ARR/MRR model with cohort retention and expansion tracking
Board deck financials and KPI package built to VC standards
First-time audit preparation and coordination
Multi-state payroll, benefits administration, and HR systems
Organizational design support as headcount scales past 20

Scale

Enterprise-grade infrastructure and transaction readiness built in parallel.

Series B introduces governance requirements, stock-based compensation complexity, and leadership gaps that require permanent solutions. Transaction readiness needs to be built before the process starts. SaaS deals move on ARR quality, and buyers scrutinize every line of it.

What we focus on:

Advanced FP&A: scenario planning, pricing analysis, departmental P&L
Transaction advisory and Quality of Earnings for strategic processes
ARR quality analysis and churn-adjusted revenue normalization for acquirers
C-suite retained search and permanent executive placement
Strategic Talent Planning™ and succession planning as org complexity increases

From founders

What it sounds like when the infrastructure works.

"

"98% of outstanding AR is less than 60 days old now, compared to 30% being 90+ days previously. The improvement on this metric is spectacular. It's an improvement by an order of magnitude."

Denny LeCompte

CEO, Portnox

"

"The team has run our monthly close, AP/AR, and financial reporting for over two years with almost zero items falling through the cracks. They proactively flag MoM changes in our P&L, spot vendors I don't recognize, and operate autonomously without sacrificing accuracy, freeing up my time significantly to focus on the business. We've had an awesome experience."

Connor Milligan

Head of Finance, RealWork Labs

"

The team’s commitment, knowledge, and proactive approach have made a significant impact on our organization.

Jelena Radovanovic

Director, People Experience, Texada

Six service lines, one integrated partner

Finance rarely operates in isolation at a SaaS company.

The service lines below are available individually or as an integrated engagement. SaaS companies at Series A and beyond most often engage across Finance, Accounting, and People Operations in combination.

financial leadership

Finance

Fractional CFO, ARR modeling, board reporting, capital planning, fundraising prep

ARR/MRR waterfall modeling, SaaS unit economics (CAC payback, LTV by cohort), subscription revenue forecasting, and board packages built to VC standards.

Accounting

GAAP-compliant financials, audit-ready close process, controller services

Deferred revenue management, multi-element arrangement allocation, SaaS COGS classification, and a close process designed to survive first-time audit.

Transaction Advisory

Quality of Earnings, due diligence support, working capital assessment, M&A readiness

ARR quality analysis, churn-adjusted revenue normalization, multi-year contract waterfall, and SaaS-specific diligence support for acquirers.

organizational leadership

People Operations

Fractional People leadership, HR compliance, benefits, comp benchmarking, HR systems

Engineering and product comp benchmarking against SaaS market data, equity administration, remote-first multi-state compliance.

Executive Retained Search

C-suite and VP placement, success profile development, candidate evaluation

Placement of first permanent finance hires, Head of People, and VP Engineering. A mis-hire in any of these roles at Series B costs 12 to 18 months of momentum.

Strategic Talent Planning™

Org design, hiring roadmaps, leadership alignment, team structure development

Product-engineering org design, GTM team structuring as ACV and deal complexity increase, and leadership alignment for SaaS companies.

Also serving

Other industries we work in

Fintech & Financial
Services

Complex revenue recognition, regulatory reporting, banking partnership financials, SOC 2

Healthcare & Life Sciences

Reimbursement cycle accounting, multi-state compliance, clinical milestone cost modeling

Consumer

Inventory and COGS modeling, channel margin analysis, DTC and retail expansion readiness

Industrial & Energy

Project-based accounting, field-to-corporate workforce dynamics, capital-heavy operating models

Real Estate & Construction

Project-based accounting, field-to-corporate workforce dynamics, capital-heavy operating models