For growing companies
The finance team behind the decision.
Planning, scenarios and management reporting run by people who have sat in the seat — for companies that have outgrown a bookkeeper and are not ready for a full in-house team.
- Forecast accuracy
- 94%
- On every account
- 3 people
- Typical stage
- Seed–Series C
Planning
Board conversations that start from a range.
A single number has to be defended. Three have to be chosen between — which is a shorter meeting and a better decision.
Cash runway by scenario
- Upside26 mo
- Base19 mo
- Downside14 mo
$2.0M board floor — the covenant, not zero
Scenarios
What actually changes if you miss.
Ten percent off revenue adds $118K a month to net burn and moves cash-out from March 2028 to October 2027. You cross the board floor in June rather than September.
None of which is the interesting part. The interesting part is that the Q1 hiring plan is the lever, and you now have five months to pull it instead of finding out in the meeting.
What it covers
A finance function, without the search.
Driver-based planning
A three-statement model built on operating drivers — pipeline, conversion, ramp, churn, the hiring plan — instead of a grid of typed-in numbers. One input change flows through revenue, headcount, cash and the balance sheet at once.
Scenario planning
Base, upside and downside held side by side, with the cash-out date under each. Board conversations that start from a range are shorter and better than ones that start from a single number somebody has to defend.
Management reporting
The monthly pack your leadership team reads before the meeting: what happened, why, what it implies, and the two or three decisions that need airtime. Circulated on a schedule, not the night before.
Power BI and the data layer
We build the models and the pipelines behind them — ledger, billing, CRM and payroll joined once, refreshed nightly, with definitions written down so a metric means the same thing in March as in January.
Fractional CFO
Someone in the seat for board meetings, lender conversations, pricing decisions and the raise. Not a report writer — an operator who has run finance inside a company and will tell you when you are wrong.
Board and investor reporting
The pack, the pre-read and the update, plus a data room kept diligence-ready year round rather than assembled in a panic. Metrics computed the way the person across the table will compute them.
The model
Driver-based, and yours to keep.
If changing one assumption means editing forty cells, you do not have a model — you have a picture of one moment's opinion. Ours run on the drivers that move the business, so a scenario takes ninety seconds.
Revenue build by segment
Net revenue retention
| Cohort | M0 | M1 | M2 | M3 | M4 | M5 | M6 | M7 |
|---|---|---|---|---|---|---|---|---|
| Jan | 97 | 97 | 100 | 93 | 96 | 97 | 97 | 99 |
| Feb | 103 | 100 | 95 | 94 | 100 | 97 | 97 | |
| Mar | 98 | 97 | 102 | 95 | 100 | 101 | ||
| Apr | 102 | 97 | 101 | 102 | 96 | |||
| May | 105 | 98 | 102 | 100 | ||||
| Jun | 101 | 104 | 104 | |||||
| Jul | 104 | 105 | ||||||
| Aug | 104 |
CAC payback by channel
Unit economics
Computed the way your investors compute them.
Most startups have metrics. Fewer have metrics that survive diligence, because both halves of every ratio are easy to compute generously.
We rebuild them from source data with the definitions written down and versioned, so a number means the same thing in March as it did in January — including when somebody else is checking.
The alternative
Against hiring a Director of FP&A.
We think this comparison should be easy to run, including the parts that do not flatter us. When you are ready for someone in-house we help you hire them and hand over cleanly — that is a successful outcome, not a lost client.
| Consideration | In-house hire | ArthIQ FP&A |
|---|---|---|
| Time to useful | 3–5 months to hire | Two weeks |
| Cost, fully loaded | $220k–$280k | From $78k a year |
| People on the account | One | CFO, manager, analyst |
| If it is not working | A difficult conversation | Thirty days' notice |
IllustrativeSalary ranges and fees shown are placeholders for design purposes. A real comparison depends on your stage, location and what the role would actually own.
Ask ArthIQ
Answers between the meetings.
Most finance questions are not worth a meeting and do not survive until the next one. Why payroll ran over. Where $50,000 could come from. What a soft quarter does to the raise.
Ask over your own ledger and get the arithmetic with the cost centres and transactions attached — then take the judgement to the person in your CFO seat.
Ask ArthIQ
PersonalWhy did my spending increase this month?
You spent 14% more than usual. Three categories account for nearly all of it, and two of them are one-offs that will not repeat next month.
- Travel — Lisbon flights and hotel+$780
- Dining — 9 more transactions than usual+$310
- Utilities — annual water true-up+$190
- Groceries−$40
Sources: 412 transactions across 6 connected accounts.
Try another
Example answers, generated from invented data for illustration. Ask ArthIQ explains what your numbers show; it does not give investment, tax or legal advice.
Who you get
Operators,
not report writers.
Everyone on this team has run finance inside a company. That changes what gets built, how fast you get an answer on a Thursday, and whether anyone is willing to tell you that the hiring plan you are attached to costs four months of runway for nothing.
Next step
Thirty minutes,
and no documents.
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.