How to Scale Finance and Accounting Operations

Most startup finance functions weren’t built for scale. They were patched together by founders. Which means when you step in, you’re inheriting: – A founder-led forcast built for fundraising not how your business actually make money – A chart of accounts designed in a panic – “Reporting” that’s basically a spreadsheet stitched with hope – And KPIs no one can agree on Let’s be honest: It’s a mess. And worse? It’s blocking the decisions that matter most. I’ve rebuilt five finance functions - two in-house, three as a fractional partner. Every time, the pattern is the same: You’re not just cleaning up numbers. You’re rewriting the financial story of the company. Here’s how I turn finance from a lagging function into a strategic driver: → Step 1: Rewire the chart of accounts If you’re SaaS and services, your P&L should reflect that. We make it readable and actionable, not just GAAP compliant. → Step 2: Connect the stack Automate billing. Tighten up payroll. Sync tools across the funnel. Your finance ops should reduce friction, not add to it. → Step 3: Rebuild the model Most founder-built models are optimism on steroids. We anchor it to real unit economics and GTM motion, not just investor dreams. → Step 4: Define the right metrics If your CAC and LTV don’t line up between Sales, Marketing, and Finance, you're playing broken telephone. We build alignment across functions and drive confident decision-making. → Step 5: Standardize reporting Cash for survival. Accrual for strategy. One monthly pack. Built to inform execs and impress investors. → Step 6: Build the finance ecosystem RevRec. Scenario planning. Burn runway modeling. We design the function around your real inflection points. Because finance shouldn't just report on performance. It should enable it. Done right, it becomes the backbone of your decision-making, not a spreadsheet you scramble to update the night before a board call. And frankly? This is the work I love the most. Because every time we rebuild it right, the fog lifts and founders lead with clarity again. PS: What’s the one part of your finance function you know is holding you back, but haven’t had time to fix? PPS: If you're scaling with duct-taped dashboards and gut-feel forecasts, let’s talk. You don’t need to build your operating system alone.

Most PE-Backed Finance Teams Are Broken. Here’s exactly how to fix them—at every stage of scale. We built the definitive finance team blueprint based on EBITDA level—designed to eliminate chaos, unlock visibility, and accelerate value creation. --- 1️⃣ $1M–$5M EBITDA Companies The Reality: - Excel is the system of record - Internal controls are nonexistent - Cash visibility = best guess - Every close is a fire drill Winning Team Structure: - Bookkeeper / Junior Accountant – Owns AP/AR, bank recs - Controller (FT or fractional) – Month-end close, audit readiness - Fractional CFO – Infrastructure, capital planning, strategic support - Tech Stack: QuickBooks or Xero (don’t overengineer it) > Keep it lean. Prioritize control, visibility, and a clear path to scale. --- 2️⃣ $5M–$15M EBITDA Companies The Reality: - Reporting exists, but tells no story - Teams break under M&A and system changes - Finance is still seen as a cost center Winning Team Structure: - Controller – Owns GL, close, controls - Accounting Manager – Revenue, AP/AR oversight - FP&A Analyst – Forecasts, budgets, variance analysis - CFO (fractional or FT) – Capital structure, lender/investor comms - Optional: AP/AR Clerk – Handles transaction volume - Tech Stack: NetSuite or Intacct + Power BI or Tableau > This is the stage where finance must evolve from “back office” to “strategic partner.” --- 3️⃣ $15M–$25M EBITDA Companies The Reality: - Close takes 10+ days - Board reporting is backward-looking - ERP is underused and integrations lag Winning Team Structure: - Full-Time CFO – Strategic leadership, investor-facing - Finance Director – Owns FP&A, business partnering - Controller – Compliance, controls, reporting - FP&A Team (1–3) – Modeling, board decks, scenario planning - Accounting Staff (2–5) – GL, AP/AR, fixed assets - Treasury Manager – Cash, debt, working capital - Systems Analyst – Optimizes ERP, owns integrations - Tax Support – Internal or outsourced - Tech Stack: NetSuite + Vena + BI (Power BI/Tableau) > At this stage, precision, speed, and scalability are everything. --- These frameworks aren’t rigid. Start with your biggest constraint—and build the team that solves it.

Just got off a call with a Head of Finance scaling a HealthTech company from 3 to 700+ employees in just a few years. What I told them: "Stop hacking parts together and calling it strategy! You're building a ticking time bomb" Their current setup: ● Massive Excel files crashing computers ● 10+ spreadsheets for one cash flow forecast ● A data warehouse + manual inputs from everywhere When I asked about their actual process, the answer was pretty bad… “We pull from 10 places, combine manually, and pray it doesn’t break before the board meeting.” You’re building a monster. not a system. And it will turn on you when growth spikes. The Real Problem ● Static spreadsheets can’t keep up ● Manual work doesn’t scale ● Frankenstein models hide risk until it’s too late What to Do Instead Build a system that scales: ● Use tools (like Pluvo) that integrate with your entire data stack ● Model scenarios dynamically ● Automate data flows ● Align cash flow, budgets & strategy in real time How to Think About It ✅ Forecasting across 34 revenue streams ✅ Integrating partner inputs without 10 handoffs ✅ Modelling new locations from data You don’t solve that with duct tape and tabs. One health organization we worked with went from: 12 disconnected spreadsheets → 1 unified model Result: Board-ready forecasts in minutes, not days. Kill the monster  before it kills your company.

If you’re a finance leader not empowering your accounting team to be strategic, you’re leaving money on the table. A quick scope restructuring can double the bandwidth of your team. While strategic finance focuses on all forward-looking analysis, strategic accounting focuses on historical analysis. Work that can: • Cut costs by consolidating vendor spend and taking on pricing negotiations • Maximize ROI against marketing and sales initiatives by identifying areas of under/over-performance to improve efficiency “Sounds great, but my accountants don’t have the time.” Solution: 𝗴𝗶𝘃𝗲 𝘆𝗼𝘂𝗿 𝗮𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗻𝘁𝘀 𝗯𝗮𝗰𝗸 𝘁𝗵𝗲𝗶𝗿 𝘁𝗶𝗺𝗲. Invest in modern software, like Campfire, to automate time-consuming transactional accounting tasks. Instead of manually performing bank reconciliations, they’ll have time to focus on more strategic tasks. And most importantly, empower your accounting team. Give them access and exposure to senior stakeholders. Teach them how to storytell. Empower them to take ownership in delivering business objectives. Try it. They’ll help your company hit the financial plan and be a hero at the next all-hands meeting.