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SaaS & Software
Fractional CFO for Software
CFO-level judgment for your software company: runway visibility, board reporting that frames decisions, and unit economics you actually use.
Trusted by 50+ SaaS businesses, marketplaces, and platforms:
Founder’s pains
Your finance function reports history, not decisions
Between $5M and $100M ARR, most software companies have a close, a billing system, and a CRM, but no single source of truth that translates activity into cash, runway, and trade-offs. The model lives in someone's spreadsheet, assumptions are implicit, and every board meeting ends with a great update instead of a decision.
The trigger moments are predictable: metrics chaos before a board meeting, fundraising prep with a fragile forecast, a cash-to-accrual transition, or a hiring decision made without a model. You reach out asking for better reporting, but the real problem is fragmented data and no decision-ready FP&A framework.
No single source of truth for cash?
Your billing system, CRM, GL, and spreadsheet model each tell a different story about cash position and runway. Reconciling them takes days each month, and the numbers still feel fragile when a board member asks a follow-up question. You cannot make confident hiring or pricing decisions on data you do not trust.
Runway forecasts feel fragile?
Your forecast breaks the moment a single assumption changes: a churn spike, a delayed enterprise deal, or an unexpected refund. There is no scenario structure behind it, so you cannot answer the question that matters: if one variable moves, what happens to cash and runway over the next twelve months?
Board reporting never drives a decision?
Your board deck reports what happened last quarter, but it does not frame the choices in front of you. No named owners, no written decision rules, no trade-off modeling. The meeting ends with acknowledgments and open questions instead of a clear direction on hiring, pricing, or capital allocation.
Unit economics debated instead of used?
CAC, LTV, payback, and contribution margin get re-litigated every quarter because they are computed differently each time. Without a cohort view and a consistent methodology, you cannot compare channels, segments, or pricing tiers, so the metrics stay theoretical and never inform a go-to-market or pricing decision.
WHY FISCALLION
Why Founders Choose Fiscallion for Software Finance
01
Financial Planning and Analysis
We build a driver-based financial model that connects cohort MRR, churn, expansion, and cost structure to cash and runway. You get monthly scenario refreshes, assumption ownership, and forward-looking forecasts that translate operating activity into the decisions in front of you.
02
Fundraising & Investor Support
Your board deck frames choices and trade-offs, not just history. We prepare the data room, due diligence materials, and investor models, with senior-partner ownership on every deliverable, so the financial narrative holds up under scrutiny from your most sophisticated investors.
03
Actionable KPI Dashboards
We build dashboards around the metrics that break decisions: net cash runway, CAC by segment, CAC payback, LTV, NRR, and pipeline coverage. Each metric comes with a defined methodology, so unit economics become a range and cohort view you use, not a single number you debate.
04
Growth Focus CFO Advisory
You work directly with Aleksandar at the CFO layer on every engagement: no account manager, no junior delivery team. His FP&A leadership experience gained through the growth of a SaaS company to €100M ARR means the judgment fits the stage, not a generic template.
FINANCIAL MODELING
The finance infrastructure we build for software companies
Driver-based revenue model
A cohort-based MRR build that separates new, expansion, contraction, and churn by segment. Inputs include signup volume, ARPU, churn curves, and expansion drivers. The output feeds directly into your runway and hiring model, so revenue assumptions are explicit and testable instead of buried in a top-line growth rate.
Runway and scenario forecasting
A 13-week rolling cash flow paired with a 12-month, three-scenario runway model (base, upside, downside). Each scenario carries named assumptions for churn, sales cycle, and collection timing. You can answer what happens to cash if an enterprise deal slips two months or if churn ticks up in a segment.
Board reporting framework
A four-part structure: shared metric definitions, named owners for each KPI, a recurring decision cadence, and written decision rules. The eight metrics that break the most decisions, runway, CAC, payback, LTV, NRR, ARR, pipeline coverage, headcount vs. plan, are reported with context, not just numbers.
Unit economics by segment
CAC, LTV, payback period, and contribution margin computed by channel and segment using a single, documented methodology. Treated as a range and cohort view, not a single number. This lets you compare go-to-market efficiency across segments and make pricing or channel allocation decisions with evidence.
Headcount planning through the model
A burdened-cost hiring model that routes every hiring decision through your financial model before it is made. Each role carries fully loaded cost, ramp time, and revenue impact. You see the effect on runway and margins before the offer goes out, so headcount decisions are made with the model, not around it.
Pricing and margin analysis
Gross margin by revenue line, COGS architecture breakdown, and pricing trade-off modeling. We map how price changes affect conversion, net revenue retention, and contribution margin, so pricing decisions are grounded in margin math and cohort behavior rather than competitor guessing or gut feel.
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faqs
Your Questions, Answered
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