Case Studies
Before you pitch the story, the numbers have to survive it.
Most founders preparing to raise capital assume the hard part is finding investors. It isn't. An Australian software company with real contracts, real revenue, and strong regulatory backing came to me ready to raise. Then I looked at their financials. The P&L had two definitions of gross profit.
Learn moreNine months of runway. Fourteen months to the answer.
When I joined as CFO, the company had 45 people and less than nine months of cash runway. The founding team hadn't modelled it that way — but the information was all there. On day one I did what any CFO does: mapped historical cash flows against the forward forecast. The picture was unambiguous.
Learn moreThey were ready to sell. Their financials weren't.
A SaaS business in the healthcare sector called me because they knew their financials were not exit-ready. They had been operating for over ten years. The business had two products, three legal entities, an internal finance team, and recurring revenue that had compounded quietly for a decade.
Learn moreWhen Growth Outruns Finance
When I took on the APAC CFO role at a global technology company, the region was scaling at a pace that had outrun its financial infrastructure entirely. Revenue went from $50m to $450m in twelve months across twelve countries.
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