CFO-level support, shaped to what your company needs now.

Cash flow and forecasting

A good fit when revenue looks healthy but the bank balance feels tight, or growth is about to raise your costs.

• Dynamic cash flow models that show runway and funding needs

• Planning for seasonality, slow cycles and surprise expenses

• Burn rate and liquidity tracking, so decisions rest on cash as well as profit

• What-if scenarios for hiring, pricing and expansion

Budgeting and performance

A good fit when your budget lives in a spreadsheet nobody revisits, and you cannot say which numbers matter most.

• Budgets and forecasts built around your growth goals

• KPIs chosen with your team and tracked against targets

• Monthly reviews that adjust course early

• Plans for pre-revenue ventures tied to strategic milestones

Reporting and systems

A good fit when month-end is slow, reports disagree with each other, or your software is underused.

• Accurate, timely management reporting

• Real-time dashboards your leadership team can read at a glance

• Finance tech stack review and workflow automation

• Board and stakeholder packages

Capital raises and investor reporting

A good fit when you are preparing to raise, or investors expect more than you can currently produce.

• Financial models and investor pitch support

• Due diligence preparation and management

• Term sheet review and negotiation

• Ongoing investor reporting that builds confidence

Compliance, controls and risk

A good fit when you operate in several states, or you suspect your books are not being checked closely enough.

• Multi-state payroll and tax obligations

• Reconciliation reviews and internal control fixes

• Coordination with your CPA on tax strategy and timing

• Cleaner records so filing season is routine

People and compensation

A good fit when you are hiring key people and need to balance cash limits with incentives.

• Compensation packages and equity ownership for key hires

• ESOP and 401(k) plan design

• Annual bonus structures and raise planning

Franchise financial strategy

A good fit when you own one or more franchise units and want to see profit after royalties and fees.

• Unit-level P&L analysis and cash flow forecasting

• Royalty, fee and local marketing spend review

• Centralized reporting for multi-unit growth

• Expansion planning and one-on-one financial coaching

Ways to work together

Part-time leadership

Jonathan embeds in your leadership team on an ongoing basis, owning the finance function alongside you.

Project-based

A defined piece of work, such as a forecast model, a capital raise or a systems cleanup, with a clear end point.

Included in every engagement

Regular strategy calls

A call rhythm set around your needs and agreed up front, to review results and decide what to do next.

Plans built around your goals

Your finance plan reflects what you want from the company, whether that is growth, profit, an exit or more time back.

Rolling forecasts

Forecasts and projections updated as results come in, so cash and decisions stay in view.

Defined access

Clear ways to reach me between calls, with agreed response times, all set out in your proposal.

Every engagement is a monthly retainer built around what your company needs. There is no hourly billing, so you can call when a decision comes up without watching a clock.

Scoped to your needs

After an initial conversation, I put the scope and a single monthly fee in a written proposal. Two companies of the same size can need very different support.

Shaped by complexity

The number of entities, reporting requirements, investor or lender obligations and the strength of your current finance team all shape the scope.

Adjusted as you grow

Priorities shift through a raise, an acquisition or a systems rebuild. We revisit the scope when your needs change.

Month to month, with a first-month guarantee

There is no long-term contract. Either side can end the engagement with 30 days' notice. If your first month is not what you expected, I will refund it.