Fractional CFO · Fractional controller · Accounting
Vora runs finance for founder-led companies that have outgrown a bookkeeper and can't yet justify a full-time CFO. You get the whole stack — strategy, close, and daily accounting — for a fraction of one salary.
Every engagement runs on the same rhythm, so you always know what lands when — and never have to ask for a number twice.
Reconciliations, accruals, and revenue cut off on a fixed schedule.
P&L, cash, and the three numbers that moved most, in your inbox.
Forty-five minutes on what changed, why, and what to do about it.
The 13-week view refreshes before the week starts. Quarterly, we reforecast.
Fractional finance is a bad deal for both sides when the fit is wrong. Here's where we're useful, and where we aren't.
Fractional CFO · Fractional controller · Accounting
Take one, or take all three as a single finance function. Most companies start with the close and add strategy once the numbers are trustworthy.
A senior finance partner in the room for pricing, hiring, and raises — usually one to four days a month, plus whatever a live deal demands.
Ownership of the close and the controls around it, so every report downstream starts from the same set of facts.
Day-to-day transaction work, run by a dedicated team on your systems — not sent to a queue and returned three weeks later.
Where the books break
We take on companies where we already know where the hard part is. If yours isn't listed, ask — we'll tell you honestly whether we've done it before.
Multi-year contracts, usage tiers, and annual prepays that make cash and revenue tell two different stories.
ASC 606 · Deferred revenueInventory sitting in four places, landed costs that shift with freight, and channel fees buried in net deposits.
COGS · Inventory costingRevenue tied to people. Utilization, realization, and unbilled work that never makes it onto an invoice.
WIP · UtilizationPayor mix, slow collections, and per-location P&Ls that have to be comparable to be useful.
AR aging · Site-level P&LJob costing, retainage, and change orders that decide whether a project made money six months after it closed.
Percentage of completionRestricted funds, grant reporting on the funder's calendar, and a board that needs plain-language statements.
Fund accounting · Form 990 prepSelected engagements
Names withheld at client request. Figures come from the engagement files and cover the first twelve months.
Annual prepays were booked as revenue on receipt, so every strong sales month looked like a blowout and every renewal gap looked like a collapse. We rebuilt revenue recognition, restated four quarters before the raise, and put a deferred revenue roll-forward in the board pack. Diligence closed without a single accounting question.
Freight and marketplace fees were pooled in one operating expense line, so nobody knew which SKUs paid for themselves. We rebuilt landed cost by SKU, moved fees into COGS, and gave the team a weekly contribution margin report. They repriced two lines and killed a third within a month.
Every branch coded expenses its own way, which made the roll-up useless and the sale process painful. We standardized the chart of accounts, split payroll by site, and produced eighteen months of comparable location P&Ls. Two underperforming branches turned out to be a labor problem, not a demand problem.
Who you'll work with
The same CFO and controller stay on your account for the life of the engagement. You'll have their direct line, and they'll know your business by the second month.
Fifteen years running finance for software and services companies, including two through acquisition. Leads CFO engagements and every fundraise we support.
Previously: VP Finance, LatchfordCPA. Owns the close calendar and accounting policy across the portfolio. Has rebuilt more charts of accounts than he'd like to count.
Previously: Audit, Grant ThorntonSpecializes in inventory and multi-entity work — landed cost, intercompany, and consolidations that hold up under diligence.
Previously: Controller, Brightwell GoodsRuns the weekly work: reconciliations, AP and AR, payroll, and sales tax. The person who notices the duplicate vendor before it gets paid twice.
Previously: Senior Accountant, Vantage ParkStart here
Thirty minutes, no deck. We'll look at what you have, tell you what's missing, and say plainly whether we're the right people for it.
Only if you want us to. More often we sit above them: our controller sets the policy and reviews the work, and your bookkeeper keeps doing the daily entries.
Yours. We're fluent in QuickBooks, Xero, NetSuite, Bill, Ramp, Brex, Gusto, and Rippling. If your stack is holding the close back, we'll say so and run the migration.
No. We prepare the year-end package and work directly with your CPA so their questions are answered before they ask. If you don't have one, we'll introduce you.
Two weeks for accounting and controller work. CFO engagements depend on who's the right match — we'd rather wait a week than assign the wrong person.
A fixed monthly fee based on scope and transaction volume, quoted after a look at your books. No hourly billing, and no surprise invoices in a month when things get busy.
A few lines is enough. We'll reply with what we'd want to see before the call, or with the name of someone better suited than us.
