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Supply Chain Software
Fractional CFO for Supply Chain Software
CFO-level finance for subscription-plus-services revenue: model the mix, forecast long cycles, and bring a decision to every board meeting.
Trusted by 50+ SaaS businesses, marketplaces, and platforms:
Founder’s pains
Hybrid revenue needs CFO judgment, not another dashboard
Supply chain software rarely sells like pure SaaS. Subscription revenue sits on top of implementation, support, and sometimes usage-based lines, each with its own margin and cash profile. Enterprise buyers pay on their terms, not yours, so cash arrives later than the contract suggests. When all of that rolls into one top-line number, the metrics that worked in your Series A deck stop telling you what to do next.
The pressure shows up at predictable moments: a board meeting where revenue quality gets questioned, a fundraise where investors want the ARR bridge, a quarter where one slipped enterprise deal breaks the plan, or a demand swing tied to trade policy that a single-case forecast never accounted for. That is when CFO-level judgment changes the outcome.
What is our real ARR once services are excluded?
When implementation and support revenue sit inside one top-line number, you cannot see which stream actually drives enterprise value, and investors will price subscription and services separately whether or not your reporting already does.
Which enterprise deals will actually land this quarter?
Long evaluation cycles and wide buying committees mean a couple of slipped enterprise deals can erase a quarter's plan, so a forecast built on average cycle assumptions keeps missing in the same direction.
Why does our gross margin not look like pure SaaS?
Implementation and customer-success work carry different cost economics than the software itself, and blending both into one margin number hides what each revenue stream contributes and where delivery cost is eroding the business.
What will the board ask about growth versus profitability?
In supply chain software, the Rule of 40 acts as a live valuation gate, so a board pack that reports last quarter's history without framing the growth-versus-profit trade-off ends every meeting without a decision.
WHY FISCALLION
CFO leadership built for subscription-plus-services software
01
Financial Planning and Analysis
A driver-based model that treats subscription, implementation services, and usage as separate layers with their own cost and cash profiles. From there: runway scenarios, a 13-week cash view alongside the longer indirect forecast, and a hiring plan you can defend line by line.
02
Fundraising & Investor Support
An investor-ready model with the ARR-to-total-revenue bridge, revenue-quality answers, and a board pack that frames choices instead of reporting history. Every Fiscallion client works directly with Aleksandar at the CFO layer, including on the model itself and in the room where it gets defended.
03
Actionable KPI Dashboards
ARR and NRR, gross margin by revenue line, CAC payback, and Rule of 40 framing, each tied to a decision: where to add delivery capacity, which deals to prioritize, and what trade-off between growth and profitability the board is actually choosing.
04
Growth Focus CFO Advisory
Senior CFO judgment on pricing, margins, hiring, and capital, grounded in FP&A leadership experience gained through the growth of a SaaS company to €100M ARR. Fractional fits companies from late Series A through Series C because the decisions are executive-grade even when the finance org is not yet.
FINANCIAL MODELING
The finance model built for hybrid supply chain software revenue
Blended revenue model
Layers subscription, implementation services, and usage-based revenue into one driver-based model with separate cost and cash profiles for each. Supports pricing decisions, hiring plans, and the question of which stream deserves the next dollar of investment.
ARR to total revenue bridge
Reconciles recognized revenue, ARR, and the services line so your reporting matches how investors actually read a supply chain software P&L. Turns the revenue-quality question from a scramble into a prepared answer.
Services margin and delivery cost model
Breaks out implementation and customer-success economics from product gross margin, showing contribution by revenue line and where delivery cost pressure builds. Supports decisions on pricing implementation work and when to hire versus outsource delivery.
Sales capacity and pipeline coverage plan
Models long enterprise cycles against sales capacity and pipeline coverage, with explicit stress tests for large-deal slippage. Gives you a quarterly revenue view you can explain to the board before the quarter closes, not after.
Scenario planning for demand shocks
Builds downside, base, and upside cases that reflect demand volatility tied to trade policy and customer spending cycles. Each case carries its own cash and runway picture, so macro headlines become a planning input rather than a board surprise.
Rule of 40 and valuation-readiness pack
Frames the growth-versus-profitability trade-off the way sector investors evaluate it, with the margin mix and revenue-quality evidence behind your positioning. Prepared for board discussions and fundraising.
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