Finance Orchestration
The senior owner your finance function is missing, so five people who touch your numbers finally run as one.
Book a callSomewhere between Seed and Series B, your finance function outgrows a single owner but cannot yet justify a full CFO. In that gap, the work spreads out. A junior in-house hire runs the day to day, an outsourced accountant keeps the books, a tax firm handles filings, and an auditor appears once a year. Each is capable at their own piece. None of them owns the calendar, the handoffs, or whether the whole thing fits together.
You feel it first in the close. It starts landing late, then later. The board pack stops tying out to the books, and you find yourself explaining the gap instead of the business. Then a round or an acquisition comes into view, diligence begins, and the scramble you have been quietly absorbing becomes visible to the people you most want to impress.
Why It Happens
This is not a discipline problem or a hiring mistake. It is the structural result of a finance function that grew in pieces, each one added the moment a need appeared, with no one ever appointed to make the pieces cohere. The work is being done, competently, by people who were never asked to conduct the rest.
What Ready Looks Like
With a conductor in place, the close lands on a date you can put in a calendar and trust. The board pack ties out to the books without a reconciliation exercise the night before. Advisors and filings run on one timeline that someone else is watching. When a raise or an acquisition arrives, the readiness is already there, and diligence becomes a process instead of an emergency. You get to go back to running the company.
What Finance Orchestration Is
Finance Orchestration is the coordinating layer that sits above your entire finance function. We direct the people, vendors, and workflows already in place so they operate as one system, with a clear calendar, agreed standards, and reporting that holds in a board room. You keep your team and your advisors. We become the senior owner who makes them work together.
What’s Included
A close calendar and checklist everyone works to.
We put a real close cycle in place with dates, owners, and dependencies, so the close stops slipping and everyone knows what is due when.
One agreed revenue and reporting standard.
We settle how revenue and the core numbers are defined and reported, so the same question always returns the same answer and the board pack matches the books.
Advisors and filings on a single timeline.
We keep the accountant, the tax firm, and the auditor on one coordinated schedule, so filings and handoffs stop falling between them.
A board pack that holds on a fixed date.
We produce a board and investor ready pack on a committed date each cycle, one that ties out and survives a follow-up question.
Finance running as one system.
We hold a single point of ownership across the whole function, so the pieces cohere instead of drifting, and there is one person accountable for the picture holding together.
What It Is Not
This is a managed service, not a fractional CFO. We own the coordination and the standard. We do not own the bookkeeping, and we do not make the strategic and capital-allocation calls that belong to the founders and the board. The door stays the same. We do not turn into open-ended consulting.
How It Works
Financial landscape review.
We map how your finance runs today, who touches what, and where the numbers stop tying out.
Control and risk evaluation.
We test where the function breaks under pressure, from a slipping close to metrics that shift definition between reports.
Framework
design.
We design the close calendar, the ownership map, and the reporting standard, sized to your stage.
Process
alignment.
We align your people and advisors to the new rhythm, with clear handoffs and committed dates.
Decision enablement.
We run the cadence and deliver a board-ready pack your investors trust.
What You Can Count On
- A close date you can commit to.
- A board pack delivered on a fixed date each cycle that reconciles to the books.
- One senior point of accountability for the whole finance function, so nothing lives only in your head or in a spreadsheet only you can open.
Who It Is For
Seed to Series B founders who have enough people touching finance but no one owning whether it holds together, and who are effectively acting as the finance function themselves. It is not the right fit for very early companies still running a single clean set of books, or for teams that already have a senior finance leader in the seat.
Where this fits: Orchestration sits above your whole finance function and directs it. If the accounting work itself needs rebuilding, that is Finance Operations. Many companies use both.
Proof
A US B2B SaaS company moving from Seed to Series A came to us with strong traction and reporting that took more than 15 hours a month to produce and still did not reconcile. We put a rhythm and a standard around it. Reporting time dropped to 8 hours, leadership gained an accurate view of performance, and investor confidence in the numbers rose.
FAQ
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If a fundraise, board review, or diligence is on your horizon, the time to get your finance ready is before it starts.
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