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Cybersecurity & Security SaaS
Fractional CFO for Cybersecurity Companies
Mixed revenue and months-long enterprise cycles need finance built for decisions, not just reporting. We own that layer for you.
Trusted by 50+ SaaS businesses, marketplaces, and platforms:
Founder’s pains
Security revenue is a mix. Most forecasts pretend it isn't.
Cybersecurity companies rarely sell one thing. A SaaS platform sits next to managed services, incident response retainers, and channel-sourced deals - each with its own revenue treatment, margin profile, and sales motion. Enterprise cycles run for months, compliance spend gates access to budgets, and a forecast built for a pure subscription business misses most of it.
The cracks show at predictable moments: a board meeting where the deck reports history but not choices, a fundraise where diligence questions expose fragile assumptions, a cash position that surprises you the week after you approved a hire. None of these are accounting problems. They are the cost of running a mixed revenue model on finance built for a single subscription line.
Can you see true cash flow across all your revenue lines?
When SaaS subscriptions, managed services, retainers, and channel deals settle on different schedules, no single view tells you how much cash the business actually produced last month or will produce next quarter.
Is your runway model honest about how long enterprise deals take?
A runway forecast that assumes bookings land on schedule falls apart when enterprise cycles stretch across multiple quarters and compliance work has to be funded long before the contracted revenue arrives as cash.
Does your board deck frame decisions, or just report history?
Investors and directors get a retrospective of what happened, so the meeting spends its time explaining variances instead of deciding which trade-offs on cash, hiring, and growth the company should commit to next.
Do you know which revenue line actually earns its margin?
Blended metrics hide the fact that subscription revenue, managed services, and channel-sourced deals carry very different gross margins and payback periods, so pricing and mix debates stay opinions instead of becoming decisions.
WHY FISCALLION
Why cybersecurity companies choose Fiscallion
01
Financial Planning and Analysis
We build and own a driver-based planning model that treats each revenue line on its own terms - ARR by component, retention by cohort, and pipeline weighted for how long enterprise deals actually take. Scenarios run on top of it, so a hiring plan or pricing move is tested against cash and runway before you commit to it.
02
Fundraising & Investor Support
Board packs that frame the trade-offs rather than report the past, and diligence-ready models that hold up when investors push on retention, margins, and pipeline. Every engagement is owned by Aleksandar at the CFO layer - you prepare for the room with the same person who stands behind the numbers.
03
Actionable KPI Dashboards
NRR and GRR read as cohort ranges rather than single numbers, CAC payback tracked against your sales cycle, and gross margin split by revenue line. The point is not more charts - it is a small set of metrics that tell you where growth is creating cash and where it is consuming it.
04
Growth Focus CFO Advisory
You work directly with Aleksandar at the CFO layer, bringing FP&A leadership experience gained through the growth of a SaaS company to €100M ARR. Fractional support is the right structure when you need model ownership, board support, and trade-off judgment at CFO level, before complexity and workload justify a full-time executive hire.
FINANCIAL MODELING
Decision-grade finance infrastructure for security companies
Rolling 13-week cash flow model
A rolling view of cash in and cash out over the next 13 weeks, built from your actual billing, collections, and payment patterns across every revenue line. One of the first deliverables in any engagement, it answers the question a monthly P&L cannot: how much cash will we actually hold next quarter, and when do the tight weeks arrive.
Driver-based ARR and cohort retention model
ARR decomposed into new business, expansion, contraction, and churn, with retention read by cohort rather than one blended rate. This model shows whether growth is durable, anchors your plan in how customers actually behave, and gives every revenue forecast a traceable assumption behind it.
Gross margin and contribution by revenue line
Gross margin and contribution modeled separately for subscription, managed services, retainers, and channel-sourced deals, because a blended figure hides which lines fund growth. With mix made explicit, pricing changes, service packaging, and sales prioritization become modeled decisions instead of debates.
Headcount and hiring scenario model
Every proposed hire modeled against cash, runway, and the revenue it is expected to support - fully loaded cost, ramp timing, and the gap between signing and productivity included. The output is a hiring plan you and your board can interrogate scenario by scenario, not a headcount wish list.
Board and investor reporting pack
A monthly reporting cadence and board pack that frame choices and trade-offs rather than report history: what moved, what it means for runway and margin, and which decisions the numbers support. The meeting starts at the decision, with assumptions you own and can defend.
Fundraising and diligence model
Fundraising and diligence support built on the same model that runs your business: assumptions documented, retention defensible by cohort, and pipeline converted at realistic cycle times. You walk into investor conversations able to defend every line, because the diligence version is your operating model, not a separate deck.
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