Skip to content

Search the site

Insights on CFO services

Our team runs finance for founders. Most of what it writes is about building the numbers that back a founder's judgement.

Your gut got you here. Building the information to back it is what takes you where you want to go next. (read where we wrote it)

8Pieces from our team on CFO services

Which decision is in front of you?

Do we need a CFO yet?

Running the finance function

Finance in commercial decisions

When does a founder's gut stop being enough?

Sriram ChidambaramBelow roughly ₹20 crore of revenue, you can run your company on gut. Above it, that same gut quietly starts to lie to you.
From "Below ₹20 crore, you can run on gut. Above it, gut starts to lie to you."
Sriram ChidambaramIn our experience most founders who say they need a CFO have adequate accounting and no FP&A.
From "What is FP&A?"
Sriram ChidambaramEngage somebody if what you need is the argument rather than the arithmetic. An external party can tell a founder the plan is not achievable in a way an employee whose appraisal that founder signs usually cannot.
From "What is FP&A?"
Sriram ChidambaramFP&A Trends, the research community I turn to most often for benchmarking how finance functions actually operate, ran their 2025 FP&A Trends Survey across finance teams globally and found that only 11% of organizations have fully aligned their strategic, financial, and operational planning.
From "Why Startups Don't Fail to Scale Because of the Market. They Fail Because of the Process."
Karthik BeknalWhen unit economics is treated as a finance output rather than a strategic input, the company ends up making decisions in the wrong order.
From "Unit Economics Is Strategy, Not Finance"
Sriram ChidambaramGross margin answers is this a good business? Contribution margin answers should I do this deal at this price? Those are different questions and they have different answers.
From "Gross margin is the deck number. Contribution margin is the decision number."