About the firm
ArthIQ was founded in 2019 on a straightforward premise: almost nobody needs a full finance team, and almost everybody needs the work one does.
Why we exist
Our founder ran finance inside two venture-backed companies before starting this one, and noticed something slightly absurd on the way home from work.
At the office there was a team, a model and a monthly rhythm that could answer almost any question about the company’s money in an afternoon. At home, the same person could not have told you their savings rate.
It is the same problem in both places, and it is almost never a maths problem. The information already exists — in a bank, a ledger, a payroll system, a spreadsheet somebody owns — and nobody has assembled it. So the household guesses, and the company waits three weeks for a close and then makes decisions on numbers that are already stale.
ArthIQ does the assembling, keeps it current, and puts a person behind it who can tell you what it means. For a household that is one subscription. For a company it is a finance function at a fraction of the payroll cost — handed over cleanly when they are ready to bring it in-house, which is a successful outcome rather than a lost client.
Est. 2019
The team
Personal accounts get a planner. Business gets a named accountant and an analyst. FP&A adds someone in the CFO seat. You will know them by name, and none of them is a rotating pool.
Founder & Chief Executive
Ran finance through two Series C rounds and one acquisition before founding ArthIQ on a simple observation: the household and the company had the same problem, and only one of them had good tools.
Previously VP Finance at a Series D infrastructure company.
Partner, Fractional CFO
Sits in the CFO seat for four companies at a time. Runs board meetings, raise processes and the conversations founders would rather not have alone.
Previously CFO at two venture-backed marketplaces.
Head of ArthIQ Personal
Built the household side of the practice. Believes personal finance advice fails because it is delivered as rules rather than as a picture of your actual money.
CFP®. Previously a planner at a national wealth firm.
Head of Analytics
Owns the metrics layer: cohort models, unit economics and the pipelines that keep them honest between board meetings. Also owns what Ask ArthIQ is allowed to claim.
Previously data lead in a growth-stage fintech.
Director of Accounting
Runs the monthly cycle across the client base — close, reconciliation, variance review — and rebuilds charts of accounts that stopped making sense three years ago.
CPA. Previously controller at a public SaaS company.
Head of Client Operations
Owns onboarding: connections, categories, close calendar. Has taken more than sixty companies from spreadsheet chaos to a six-day close.
Previously controller at a Series B company.
Principles
Money problems are usually assembly problems. The information exists — in a bank, a ledger, a payroll system, a spreadsheet somebody owns — and nobody has put it in one place. That assembly is the first thing we do and the thing everything else rests on.
A number you cannot explain is a number you will not act on. We write in sentences, not jargon, and every figure traces back to a source you can open. Friendly and rigorous are not opposites.
Most reporting problems are definition problems. What counts as revenue, as savings, as a fixed cost — we write it down once, then build the view. It is why our numbers stop moving between meetings.
The dashboards are the surface. Behind them is an accountant, an analyst and, at the FP&A tier, a CFO — people you know by name who answer on Thursday when the decision is Friday.
Working together
Link your accounts and your ledger, read-only. Banks, cards, payroll, billing, the general ledger — whatever you already use. Nothing changes on your side and nothing moves money.
We assemble the picture: categories cleaned, chart of accounts pruned, metric definitions written down. You get a first read on where the money actually goes, which is usually the uncomfortable part.
Books closed, variance explained, forecast re-run, dashboard refreshed. Same days every month, so decisions stop waiting on numbers that have not landed yet.
The house, the hire, the price change, the raise. Ask ArthIQ for the arithmetic in seconds, or ask the person who owns your account for the judgement behind it.
The mark
The A is a single peak with snow fissures cut out of it — a short steep face on one side, a long shoulder on the other. Building a company is the climb, and the interesting part is rarely the easy side.
A rising line with plotted points runs through the ascender band above the lowercase, ending in an arrow. Progress that is measured and charted, not asserted.
The Q is a magnifying glass — bowl as lens, tail as handle. Looking closely at numbers other people take at face value is most of the job.
Where we work
Our clients are spread across 34 states, and so are we. The monthly rhythm runs over video and a shared model, which is how finance works at a distributed company anyway. When a board meeting or a raise wants someone in the room, we get on a plane.
It also means we are not staffing you from whoever happens to live near an office. You get the three people who fit your stage and your sector.
Next step
The first call is about what you are deciding and what your current numbers can and cannot answer. If we are not the right team for it — or you only need one of the three tiers — we will say so and point you somewhere better.