For investors
A portfolio company is growing faster than its finance and governance. The founder is capable. The numbers and the structure are behind the business. I take the operating side.
When it makes sense
- Before a follow-on round, when the cap table and the instruments need to reconcile to signed documents.
- After a round, when reporting obligations start and the company has no one to meet them.
- When the structure blocks the next investment: the wrong entity, IP in the wrong place, equity promised and never issued.
- When the board and the founder read the same numbers differently.
- Before you invest, when you want the structure and the ownership record checked by someone who has run a company.
What I do inside the company
Cash reporting built from the bank accounts. A runway figure the board can rely on. A cap table that matches the documents. Board and investor reporting on a fixed rhythm. Structural fixes ahead of the next round, run with counsel.
I work with the founder, not above the founder. The company gets a senior finance operator. You get reporting you do not have to rebuild.
Where this comes from
I have been CEO, COO and CFO in venture-backed companies. I have done diligence work on both sides of the table. I have seen a transaction fail on structure while the business was working.