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Real Estate SaaS
Fractional CFO for Real Estate Software Companies
One model that handles per-unit pricing, usage fees, and leasing seasonality - so runway and hiring decisions rest on numbers you trust.
Trusted by 50+ SaaS businesses, marketplaces, and platforms:
Founder’s pains
Real estate software breaks standard SaaS finance models
Real estate software rarely sells one clean subscription. You bill per managed unit, stack usage-based payments and screening fees on top, and sell into a market where leasing activity and interest rates move your customers' demand. Generic SaaS finance templates ignore all three, so the numbers your team produces never quite match the business.
The gap shows up at trigger moments: board prep, fundraising, a cash-to-accrual transition, or a hiring decision no one can model. Reporting happens, but it answers what happened - not what to do next - and confidence in your own runway stays low.
Does your forecast capture usage revenue, not just MRR?
Your revenue mixes subscriptions, per-unit fees, and usage-based payments and screening charges - so standard SaaS model templates misstate growth, margins, and cash timing from the very first forecast draft.
Can you state revenue per managed unit with confidence?
Property management software prices by units under management, and tier mix plus quote-based contracts sit on top of that - so blended ARR hides which customers, tiers, and add-on services actually drive your margin and cash flow.
Is your runway number seasonality-adjusted?
Usage revenue builds through the second and third quarters and drops in the fourth, while interest-rate cycles shift customer demand and attrition - so a straight-line runway forecast misleads you and your board at exactly the moments the number matters most.
Does your board deck answer what to do next?
Proptech investors emphasize capital efficiency, retention, and durability, and AI-native challengers are pressuring legacy platforms - so a board deck that reports history without framing trade-offs leaves you defending the past instead of steering the plan.
WHY FISCALLION
Why real estate software companies choose Fiscallion
01
Financial Planning and Analysis
A driver-based financial model built around how you actually bill: units under management, tier mix, and usage-based fees feed one forecast that shows what happens to runway when you add engineers, change pricing, or land a portfolio customer.
02
Fundraising & Investor Support
Board packs and investor-ready models that frame choices and trade-offs instead of reciting history. Every Fiscallion client works directly with Aleksandar at the CFO layer - senior-partner ownership on every engagement, no account-manager handoff.
03
Actionable KPI Dashboards
KPI reporting that covers runway, cash burn, net revenue retention, CAC payback, and revenue per managed unit - metrics chosen to drive hiring, pricing, and growth decisions, not to decorate a dashboard.
04
Growth Focus CFO Advisory
Senior CFO judgment without the full-time cost structure. For companies from late Series A through Series C and $5-100M ARR, fractional CFO leadership fits when you need decision-grade finance but not a daily executive presence. Aleksandar draws on FP&A leadership experience gained through the growth of a SaaS company to €100M ARR.
FINANCIAL MODELING
Finance infrastructure built for real estate software revenue
13-week rolling cash flow
The first deliverable in a new engagement: a weekly view of receipts, disbursements, and cash position that turns scattered bank, billing, and payable data into one operating picture. It answers the near-term questions - can we make this hire, when do collections land - with dates, not guesses.
Driver-based revenue model
Revenue modeled from its real drivers: properties and units under management, pricing tiers, and usage-based payments and screening fees. When the model shows what unit growth or a usage-volume shift actually does to revenue and margin, growth-rate debates turn into decisions.
Cohort retention model
Retention modeled by cohort with decay curves instead of a flat churn assumption, across both subscription and usage revenue. Because usage revenue moves with customer transactions, cohort-level decay surfaces runway risk that blended averages hide.
Scenario-based runway and headcount plan
Runway and hiring modeled as explicit scenarios - base, upside, downside - with the trade-offs named. You decide which plan the cash supports before the role is posted, not after the burn shows up.
Board and investor reporting cadence
A reporting system built on four parts - definitions, ownership, cadence, and decision rules - delivered through a weekly finance check-in and a monthly metrics review. Board decks frame the choices ahead, so meetings end in decisions rather than questions.
Unit economics and pricing analysis
Revenue per managed unit, tier mix, and transaction take rates analyzed alongside CAC and LTV treated as a range and cohort view, not a single number. The output is pricing and margin decisions you can defend in diligence and at the board.
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