Dental owners are operators first—and that’s exactly why finance often lags behind growth. Collections look strong, but cash flow stays tight. Associates are busy, yet true profitability by provider is unclear. Expansion opportunities appear, but the model for a fourth location or a DSO approach isn’t built, tested, or ready
Independent sponsors operate with a simple but demanding equation: identify credible acquisition targets, assemble capital on a deal-by-deal basis, and create value post-close—without the fixed overhead of a full investment team. That model puts extraordinary pressure on financial rigor. Screening must be fast and accurate. Diligence must be airtight. Structures
Law firms don’t stall because of weak legal work—they stall on trust compliance, realization, and visibility. If reconciliations drag on, audits loom, and matter P&L is a mystery, it’s time to move beyond a lone bookkeeper to a legal-specialized outsourced accounting team. TL;DR What it is: Legal-specific accounting delivered remotely
Growing firms don’t fail for lack of legal talent—they stall on finance. If partner comp turns political, trust accounting feels risky, and realization is leaking margin, you don’t need a full-time CFO—you need the right fractional one. TL;DR What it is: Senior CFO leadership for law firms, delivered part-time (typically
Michael’s 18-attorney litigation boutique generated $6.8M in annual revenue—yet partners couldn’t agree whether the firm was actually profitable. Partner draws varied without a formula. Two associates spent most of their time on matters billed at $180/hour that actually cost $220/hour fully loaded. The bookkeeper “kept the trust account” but didn’t
Jennifer’s $8M manufacturing company needed sophisticated forecasting for a potential acquisition. Full-time CFO offers came in north of $300K. Three fractional proposals hit her desk—$6,500, $11,000, and $17,500 per month—and the price spread raised a real question: what actually drives the cost, and which option would create the best outcome?
David’s franchise operation had grown to seven locations generating $6.2M in annual revenue. His original bookkeeper—great for a single unit—was drowning in multi-location complexity. Month-end close took three weeks instead of days. He couldn’t get per-unit profitability. Lenders were asking for GAAP-compliant financials his bookkeeper didn’t know how to produce.
Elena’s SaaS startup hit $1.2M ARR when a top-tier VC offered to lead her Series A — then asked for cohort analysis, 3-year projections, and sensitivity scenarios. Her bookkeeper kept QuickBooks clean, but investor-grade finance was outside the team’s skill set. A full-time CFO at ~$250k would burn ~20% of
When Marcus started evaluating fractional CFO services for his $4M revenue SaaS company, proposals ranged from $4,500 to $18,000 per month. After three months with a mid-tier fractional CFO at $9,500/month, he closed a Series A round $3M higher than his initial target—an investment that paid for itself ~40×. According
