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Approaching a funding round
Investors will ask for a three-year financial model, cap table, unit economics, and a data room of historical financials. A bookkeeper produces historical numbers. A fractional CFO prepares the forward-looking package that gets the meeting.
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Cash surprises happening regularly
If you are regularly surprised by how little cash is in the account, the problem is not that you need to check the bank more often. The problem is that nobody is forecasting forward. A 13-week cash model updated weekly eliminates cash surprises.
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Managing multiple entities
US parent, India subsidiary and UAE branch — each with different accounting standards, currencies and compliance requirements. A fractional CFO manages the consolidated view that the founder needs, not three separate P&Ls that never reconcile.
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Board needs financial reporting
Once you have investors or a board, monthly reporting is expected — not just financial statements but commentary, variance explanation, and forward metrics. A fractional CFO writes the narrative that turns numbers into decisions.
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Founder is doing finance
If the founder is reviewing expense reports, approving invoices, chasing the accountant for month-end numbers, and manually building cash forecasts in a spreadsheet — that is a fractional CFO problem, not a founder problem.
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Preparing for audit or acquisition
Auditors and acquirers look at the same things: revenue recognition, working capital cycles, related party transactions, and historical accuracy. A fractional CFO prepares the books and the narrative before the review starts — not during it.