A plan the numbers can carry
Establish the close, the cash baseline, and the equity records early, while unreliable information is still cheap to fix.
Who we help / Startups
The plan should say how much time it buys and when to change course.
For startups, we connect cash, burn, hiring, milestones, and the next capital decision into one working model.
Runway model18 months
Decision point
HireLaunchEvidenceRaise
Base case · downside · controlled response
How runway is spent
Runway is spent at the moment of commitment, and the bank balance catches up later.
Hiring, contracts, and customer acquisition can move the decision date while the cash-out date on the board slide stays put.
Ready for governance and diligence
Connect functional plans to cash, define metric ownership, formalize board reporting and controls, and give leadership an early response when the plan moves.
Spend should buy a specific change in enterprise value
Separate the cost of maintaining the company from the investment expected to create product, customer, or revenue evidence.
A signed offer changes runway on its own
Offer timing, recruiting fees, payroll burden, and ramp time belong in the decision model.
Milestones must arrive before the financing window closes
Product readiness, retention, and signed contracts need dates, owners, and a stated cost.
A later raise changes more than the cash balance
Valuation, dilution, bridge terms, and founder optionality all move when the plan arrives late.
The runway model
Behind the runway slide.
The model should reveal what the company can spend, what the burn is expected to produce, when management must decide, and how the company responds if the evidence arrives late.
What cash is available to fund the plan?
Reconcile bank cash to payroll, payables, signed contracts, and any funds that belong to customers. What remains is what can fund the plan.
What is the company choosing to buy with its burn?
Separate base operating cost from milestone investment, and show what evidence each material spend category is expected to produce.
When must management raise, slow, or reallocate?
Set the decision date using fundraising lead time, board cadence, hires already agreed, the stated cash floor, and the actions that remain reversible at that point.
What changes if the evidence arrives one quarter late?
Push the revenue or hiring assumptions out a quarter and show the response: what slows, what the financing implication is, and where the new decision date lands.
Built for the stage
Runway and burn
How much time the company has, what the burn is buying, what evidence must exist before the next raise, and what each new commitment does to that timeline.
Cash
Available capital, obligations and protected liquidityA reconciled cash position, signed obligations, minimum protected liquidity, financing lead time, and decision dates that precede the cash-out date.
Burn quality
What operating spend and milestone investment are buyingBase operating burn separated from milestone investment, revenue cases, sensitivities, and a sequenced downside response.
Hiring gates
Headcount, ramp time, capacity and runway effectRoles and major contracts tied to capacity, customer evidence, ramp time, and the runway effect of moving each gate.
Milestones
The evidence required before the next capital eventBoard and investor reporting that reconciles to the books: burn, headcount, metrics, and the evidence the next capital event will require.
Capital readiness
Fundraising timing, diligence and downside pathsFinancing models, a diligence file that is kept ready, and unit economics that hold up when an investor rebuilds them.
Equity + compliance
Ownership, valuations and recurring obligationsCap-table coordination, option and restricted-stock workflow, valuation timing, and recurring entity obligations.
How we work
How we steward startup capital.
Reconciled numbers
Cash, burn, headcount, and board reporting reconcile to the same definitions as the accounting records.
Stage fit
The finance stack and controls match the company’s current risk, team, model, and financing requirements.
Early signals
Trigger dates and missed assumptions surface while there is still time to act on them.
Spend with a thesis
Capital is deployed for a stated reason, monitored against evidence, and re-examined when the plan changes.
Who this is for
Finance leadership while the next capital decision can still be planned.
- Pre-seed and seed companies establishing their finance foundation
- Series A businesses formalizing reporting, controls, and planning
- Founders preparing for a raise, board meeting, or diligence process
- Teams that need CFO judgment but are not ready for a full-time hire
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