Senior finance in your leadership team without a full-time hire. Someone who knows your numbers, sits in the board meeting, and can defend the model in a due diligence call.
Between the first bookkeeper and the first VP Finance there is a gap of a few years where the decisions are the largest and the in-house expertise is the thinnest.
Not another report. A finance lead who has already read the numbers before the meeting starts and will tell you when you are wrong.
One person in your leadership team for an agreed number of days per month, who knows your market, your cap table and your plan.
Board packs prepared and reconciled, questions anticipated, and someone in the room who can answer them.
The model, the data room, the financial diligence and the investor conversations — run rather than merely supported.
Where the money goes, which levers extend runway, and which cost decisions actually change the outcome.
Holding, operating and foreign entities, consolidation and intercompany — set up before it becomes a diligence finding.
Defining the role, sitting in the interviews and handing over cleanly when it is time to bring finance in-house.
We start with your numbers, cap table, structure and plan, so the first conversation is about your company rather than generalities.
A standing bi-weekly or monthly slot with a forward-looking agenda, built on numbers that have already been reviewed.
A raise, an acquisition or a restructuring means temporarily more time — and back down again afterwards. You are not paying for a peak all year.
Ledgra runs from bookkeeping to CFO. This service is one rung of that ladder — you can add the others later without changing provider.
Transaction processing, invoicing and VAT.
Annual accounts, corporate income tax and filings.
Monthly close, management reporting, KPIs and dashboards.
Budgets, forecasts, cash flow and scenarios.
Controller/CFO support and strategic advice.
Ledgra works with fixed monthly packages rather than loose services, so you know upfront what you get and what it costs.
An agreed number of days per month tied to a standing meeting rhythm. When a raise or a transaction needs more, we agree the extra scope before we start rather than invoicing it afterwards.
A controller owns the numbers, the close and the budget discipline. A CFO owns structure, financing and strategy. Which one you need depends on your stage — we will say honestly if a controller is enough.
Yes, that is the point. Preparing a board pack you then have to defend alone is not a CFO service.
Until a certain size, yes. After that a full-time hire makes more sense, and part of our job is telling you when that moment has arrived instead of extending the engagement.
Yes, though earlier is better. Coming in mid-process we can still run diligence and the model, but the positioning work happens before the first investor call.
A driver-based model that ties hiring, pipeline and pricing to cash — and the monthly reporting that keeps it honest. Numbers your board reads the same way every quarter.
Read more →Dutch bookkeeping, VAT and corporate income tax, run on a monthly close instead of a quarterly scramble. Books that a fund, an auditor or an acquirer can read without a reconstruction project.
Read more →Book a 30-minute intro call. We look at your stage, your board and what is coming up, and tell you whether a fractional CFO is the right answer yet.
Book an intro callNo obligation · 30 minutes · online or in person