I embed in venture-stage companies as CFO and operator. Your executives sign in to a live dashboard with an emailed code. Your investors get links to the cap table and the model. Nothing to install, and no passwords for anyone to manage.
Founders ask me how this works before they ask me what it costs. Here's the honest version.
QuickBooks, Asana, HubSpot, Slack, email, calendar. You grant access once and you're done. Nothing to install, no migration, no new password for anyone on your team to lose. Setup runs about a week, and most of that week is me reading your numbers.
Oh Ventures OS is the platform I built to run engagements: financial models, cap tables, cash flow, task and pipeline rhythm, meeting and decision capture. AI drafts inside it and I approve everything. Nothing reaches you, your investors, or your systems without my sign-off.
Your executives sign in to a live dashboard with an emailed code, no password to set or forget. Investors get a cap table link with an exit calculator built in, projections with every assumption on the page, and models in the Excel formats they ask for. A data room when documents need to move. The links carry the security, so expiry, access requests, and watermarks are handled before anything reaches you.
Most fractional CFOs carry a folder of spreadsheets from client to client, and every engagement looks a little different as a result. I got tired of that and built the system instead. Models, cap tables, cash, tasks, pipeline, and meeting notes all sit in one place.
You don't license it, learn it, or maintain it. What reaches you are the outputs.
Cash, burn, runway, and the estimated cash-out date, next to revenue, open pipeline, and closed-won. Your executives sign in with an emailed code. Figures pull from QuickBooks and HubSpot and carry the timestamp they were read at.
Fully diluted ownership by holder and share class, with an exit calculator built in. Pick a sale price and every holder's proceeds fall out, liquidation preferences applied in order. Labeled a planning model, because it is not a substitute for counsel-prepared documents.
A 36-month base case where every chart names the assumptions driving it. Revenue drivers, cost structure, team plan, and financing plan all sit on the page, so the model can be argued with instead of taken on faith.
Monthly income statement, cash flow, and balance sheet, exported in the Excel formats investors ask for.
Watermarked files with access approval and activity tracking, for when a round or a diligence process needs documents to move.
The rest of the console is mine. Task and pipeline rhythm, decision capture, e-signature, and the pipeline that publishes the insights on this site. You never see those, and that's the point. They're the reason your fourth month looks as organized as your first.
Founder-led companies operate on tight capital and tighter timelines. Engagement structure is built around those constraints.
Six months is the baseline because installing real operating infrastructure takes a full quarter to stand up and a second quarter to run on. Most engagements continue open-ended, structured around the company's capital trajectory.
Structured around timing. Pre-revenue or pre-raise companies may defer cash, take a portion in equity, or run a hybrid model that converts on close. The structure follows what the company actually has to deploy.
Most engagements continue as ongoing operating leadership. When you bring in a full-time CFO, I hand over the system, train them, and stay on at board cadence as long as it's useful.
Every engagement produces installed structure you keep, independent of how long we work together.
If the answer to your question is not here, the answer is on a 30-minute call.
Six months minimum, open-ended after. Six is the baseline because installing real operating infrastructure takes a full quarter to stand up and a second quarter to run on. Most engagements continue past that point, structured around the company's capital trajectory.
All three are common. Pre-revenue or pre-raise companies may defer a portion of cash, take equity, or run a hybrid model that converts on close. The structure follows what the company actually has to deploy. Equity participation is tied to the advisory engagement itself, not to specific investor introductions.
No. A fractional CFO works above the close, not inside it. Your bookkeeper keeps transaction recording, reconciliation, and the monthly close. I own capital strategy, financial modeling, cap table architecture, board reporting, and operating cadence. Different layers, and you want both.
Yes, on the architecture and execution side. I build the financial model, the data room, the investor narrative, and the cap table strategy, then map target investors by thesis, stage, and structure fit and support diligence through close. I do not act as a broker-dealer, do not solicit securities transactions, and take no compensation tied to capital placement.
I work with companies across the US and Canada. Current engagements are in Toronto, Florida, and Los Angeles. The work is remote-first and the operating cadence holds regardless of geography.
Most engagements start within two to four weeks of a first conversation, and the first two weeks are diagnostic. If you're mid-raise or working in a compressed window, I can move faster than that.
Tell me. If product-market fit is the constraint, hiring a CFO is the wrong move and I will say so. The right answer might be a short scoped project, like a financial model build, a data room cleanup, or a capital narrative, instead of a full retainer. Thirty minutes usually surfaces which one fits.
It is my internal operator console, and I am the only user. It is not a product you license and not a portal your team logs into. Every client's models, cap tables, cash, and pipeline live there, which is why the work looks the same in month four as it did in month one. You see what it produces: a live dashboard your executives sign in to, cap table links, projections, Excel models, and a data room when you need one.
If structure, capital, or operating cadence is the constraint, a short conversation will tell us both whether there is fit.
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