Investors will ask about concentration. Have the answer ready.
When the revenue comes from a handful of contracts or a single agency, every investor wants to know how durable it is. The rounds that close are the ones that answer before the question.
Why rounds slow down
Across Washington DC raises, the same things recur:
Backlog is not the same as revenue
Investors want to know what is funded, what is an option and what is a hope, and many models blur the three.
Customer concentration is the first question
A company that depends on one award or agency faces tougher terms unless it can show how it will grow beyond it.
Margins depend on rates nobody has tested
Indirect rates and billing assumptions that look fine in the model draw hard scrutiny in diligence.
The raise competes with the contracts
The founder is running a raise and the contracts at once, and both lose time.
A CFO with raises behind them lifts the process from the founder, preparing the model, the investor materials and the data room, then chasing the follow-up that keeps talks alive. They join the meetings and make sure every question about backlog and concentration gets a straight answer.
Who this is for, and who it is not
Best for
- Preparing for a funding round in the next three to six months
- A data room or financial model that will not survive diligence
- Gaps in investor reporting, cap table or board resolutions
- A founder carrying every financial question personally
- Numbers and investor narrative that do not yet line up
Not for
- A business with no revenue or traction to diligence yet
- A one-off pitch deck or investor slide design
- A team that wants a document produced, not a leader embedded
- A round already closed that needs only bookkeeping
A finance lead for investors who read contracts
Investors in government-facing companies look hard at backlog and recompete risk. We match a finance lead who can answer them, and we keep governance around the work.
Reviews through the raise
We meet you and the executive at each stage of the process and flag problems before an investor does.
A collective for diligence questions
Every raise we support has a collective of 800+ behind the finance lead. A modelling question that turns out to be a contracts question reaches someone who has handled one.
The raise keeps its context
We hold your brief with the backlog and pipeline context. Should your executive be unable to continue, that record is where the replacement search begins, and the changeover is ours to run.
Steadiness under scrutiny
A founder in the middle of a raise needs steadiness, and a CV does not show it. Temperament is part of our match.
From gap to investor-ready
Calibrated to your round timeline.
Fundraise assessment
We assess your current financial infrastructure, identify gaps, and calibrate to your round timeline.
CFO deployment
Your matched Fractional CFO is embedded within two weeks and begins building investor-grade infrastructure.
Fundraise preparation
Financial model, data room, board pack, governance, built and stress-tested before you enter conversations.
Round support and post-close
Your CFO stays through the round and transitions to execution mode. Reporting infrastructure, milestone tracking, and board presence.
Before, during and after the round
What a fractional CFO owns at each stage of a raise.
A fractional CFO leads every fundraise
Most raises need only the CFO. When diligence probes operations or technology, a COO or CTO joins from the same collective.
Executives who have raised alongside
