HealthTech
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Embedded CFO Engagement for a HealthTech Scale-up
Embedded a fractional CFO and finance pod to drive forecasting discipline, board reporting, and capital efficiency.
FP&A
FP&A (financial planning and analysis) comes down to four things: knowing what to measure, planning what should happen, forecasting what will happen, and analysing the gap between the two.
Accounting is a record of what happened. FP&A is a claim about what will. (read where we wrote it)
Which FP&A service do you need?
Each one has its own page. Point at a name for a two-line explanation.
Where does FP&A sit in the finance function?
Three layers, stacked. They run at the same time, and they depend on each other from the bottom up. FP&A is the middle one.
Top
Strategy & Leadership
The top is where the company actually becomes valuable.
At the top, finance stops being about running the business and starts being about directing it.
Middle
This practice
Financial Planning & Analysis
The middle helps you steer.
This is where finance stops being about the past and starts being about the future.
Base
Accounting, Compliance & Controllership
The base keeps you safe.
This is the foundation. It’s not glamorous, and no founder started a company to do it. But it holds up everything above it.
Which part of FP&A do you need first?
Three services fix how you plan revenue, how you report and how you price. FP&A Operations then runs the monthly routine: closing the books, checking the month against the plan and preparing the board pack. Every name opens its own page.
Revenue Operating SystemFor companies whose revenue is chaotic: planning, demand generation, execution and measurement, installed as one system you can forecast from.
- Planning
- A target worked out from how many leads become sales, not last year plus a percentage
- Hiring and team size tied to the plan
- One plan your board, your sales system and your forecast all agree on
- Demand generation
- Each step from lead to sale defined once and used everywhere
- How deals move each week, not a snapshot at month end
- The forecast reads straight from your sales system, not from a spreadsheet copy
- Execution
- Deal approvals that fit the size of your business
- Contract terms your finance team can actually bill and collect
- Nothing lost between a signed deal and its invoice
- Measurement
- What was sold, billed and collected, matched every month
- Late payments shown by customer and by who chases them
- Money lost along the way named and counted, not ignored
- Predictability
- A forecast that starts the day a deal is signed
- Gaps from the plan explained by their cause, not by apology
- A number your board can hold you to, and you can hold your team to
- Planning
MISMonthly management reports done properly: sales, operations and people numbers, from where they start to a report investors trust.
- Sales data
- Revenue by customer, product and sales channel
- Leads and how many become sales, shared with the Revenue Operating System
- Orders signed, invoices sent and cash collected, and the three match
- Operations data
- Each client tracked from first day to last
- Service and quality numbers reviewed monthly, not pinned up
- Invoices raised when work is delivered, not when someone remembers
- People data
- One staff list every report reads from, never retyped
- Staff cost forecast by client and for planned hires
- Team capacity checked against the plan, so hiring follows the numbers
- Sales data
PricingSetting your price: what buyers pay, what your costs allow, and how you charge.
- Target pricing
- Prices set from what you are worth to the buyer and what rivals charge
- Proof from your own customers of what they will pay
- A target price with the assumptions written down
- Cost structure
- Direct costs for each product and sales channel
- Shared costs split in a way that holds up to questions
- What each sale leaves after its direct costs, at the price you plan to charge
- Pricing strategy
- Start low, start high, or offer levels, chosen for your buyers
- How you move from launch price to target price
- Discount rules that do not undercut your price list
- Pricing models
- Charging monthly, by use, on retainer, by milestone or on success
- When the cash arrives under each one, not only the revenue
- A way of charging your contracts and collections can actually handle
- Target pricing
FP&A OperationsEach month we close the books, check them against the plan, update the forecast and write the board pack, as part of your team.
- The monthly cadence
- Books closed on a fixed date, and reviewed within the week
- Each gap from the plan explained, with one person owning each line
- One report, one version, sent to the people who act on it
- Forecast and reforecast
- The forecast updated every month, when the books close
- Other outcomes tested before you decide, not after
- Cash and months of runway updated with profit and loss, not separately
- The board and lender pack
- A board report written for the people reading it, not to a template
- Lender reports and loan-condition checks, on time every period
- Questions answered from the report, without a fresh study each time
- The team inside your team
- One named analyst and one named reviewer, not whoever is free
- Your tools, your calendar, your definitions
- Written down, so the monthly routine carries on after we hand over
- The monthly cadence
Check where your revenue, reporting and pricing stand
Revenue Maturity Assessment. Whether your revenue number is planned or just hoped for, and which part of your revenue engine is holding it back.
MIS Maturity Assessment. Whether your reports are good enough to run the company on, and to hold up when someone checks them closely.
Pricing Maturity Assessment. Twelve questions across six areas of pricing. You’ll find out which part of your pricing is costing you most.
Who holds the company to its plan?
A plan needs one person who holds the company to it. CFO Services puts a named senior finance lead in that seat. They can work remotely, for part of the week, or run your whole finance function. We size it to the decisions ahead of you.
What changed once the plan had an owner?
Manufacturing
240 bps margin expansion
Operational Turnaround for a Manufacturing Scale-up
Implemented financial controls, governance, and an FP&A function that restored margins and prepared the business for global expansion.
Read these before you set up FP&A
16 Sept 2026, 16 min read
What is FP&A?
FP&A stands for Financial Planning and Analysis, which is an expansion that explains nothing. The function it names is specific: deciding what the company is going to do with its money, and then holding the company to that decision. What it produces, how it differs from the accounting you already pay for, who does the work, and the honest answer on whether to build it or buy it.
16 Sept 2026, 7 min read
Revenue planning: a target you can actually work with
Most revenue plans are a single hopeful number on a slide. A real plan breaks into pipeline, conversion, deal length and capacity, so your team can act on it before the quarter is over.
31 Aug 2026, 9 min read
The Information Stack, explained
If the financials aren't the system, what is? The whole Information Stack framework in one place: three data streams, five layers, and the discipline that turns raw data into decisions and capital.
16 Sept 2026, 27 min read
Pricing strategy for Indian startups and MSMEs: the ultimate guide to profitable growth and enterprise value
Recover four percent of the price you are leaking on ₹25 crore of revenue and you have added ₹1 crore to EBITDA, which at twelve times is ₹12 crore of enterprise value. The same EBITDA through growth takes a year of exceptional execution. This is the guide to the lever almost no Indian founder is pulling: the four leaks, the contribution margin floor, the four stages of a pricing practice, and the six archetypes.
10 Sept 2026, 6 min read
The 5 levels of information maturity
Five rungs from reactive scramble to institutional trust, and the trap at rung two: a clean monthly pack that only looks backward, mistaken for success.
16 Sept 2026, 6 min read
Revenue governance: the cadence that makes a plan real
Every company has a revenue meeting. Almost none of them have revenue governance. The difference is whether anything changes as a result: what an operating review asks, what a charter has to name, and which questions belong weekly, monthly and quarterly.
Which practice works beside FP&A?
From Karthik Beknal, Lead - Strategy Consulting & FP&A
A great financial model doesn’t start with numbers, it starts with strategy. If you begin with math before defining your operational drivers, you aren’t modeling; you’re just making expensive guesses in Excel.
Great businesses need both unshakeable fundamentals and a compelling investment story. Strategy determines the narrative and the model just proves it works.
- Is our number a plan or a target?
- Can the board pack prove its numbers?
- Do we need a CFO, or FP&A?