Fractional CFO

I think like a CFO,
execute like a COO.

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Fractional finance leadership for companies in growth mode. The bigger the stakes, the less you can afford a guess.

Let's turn your numbers into decisions you can stand behind.

$65M+
Raised & advised
$100M+
P&L managed
10 pts
Gross margin gained

You can hire someone who just gets the job done.
Or a thought partner who helps you build the business.

01 · What you get

Finance that drives.
Not just describes.

Financial Strategy & Planning

Model the future so you make growth decisions with confidence.

  • Business & operational strategy
  • Go-to-market financial strategy
  • Investor-grade financial model
  • Robust operating model
  • Scenario & sensitivity analysis
  • Segment P&L & capital allocation
  • Headcount & capacity planning

Cash, Capital & Margin

See where cash lands months out, and keep smart optionality on how growth gets funded.

  • Cash flow & working capital
  • Margins & unit economics by channel
  • Pricing & trade spend
  • Debt, equipment financing & R&D credits

Fundraising & Milestones

Walk into a raise, an audit, or a sale ready.

  • Raise readiness (equity & debt)
  • Investor & board materials
  • Data room & investor diligence on tap
  • Exit & M&A prep

Finance Infrastructure

Books structured at the right level of detail for audit, tax, reporting, and the decisions you make.

  • Chart of accounts & categorization
  • Technical accounting positions: rev rec, capitalized R&D, leases, SAFEs
  • Board-grade monthly package
  • Audit readiness

Systems & Operations

Systems your team runs, where the numbers make sense every month.

  • ERP, inventory & fulfillment systems
  • Operating cadence & KPIs
  • Make-vs-buy & capex decisions

Data, Analytics & BI

The numbers behind the numbers: sell-through, turns, margin, cohorts.

  • Dashboards & reporting
  • Scanner, retail & sales data analysis
  • Cohort & unit economics tracking
  • Forecast accuracy & variance
02 · How your decisions get made

How we would think about your hardest calls.

Frameworks first. Then the numbers.

"Which part of the business gets the next dollar?"

Product lines, channels, and geographies compete for the same capital. Segment P&L with full contribution margin, then a capital-efficiency view: where returns compound, where growth is being subsidized, and what the quarterly plan should fund and starve.

"Equity, debt, or wait?"

What the round buys against what the dilution costs, and what the balance sheet could fund instead: venture debt, working capital, equipment financing. Covenant headroom and refinancing windows modeled, so the raise happens on your timing, not the bank's or the burn's.

"Build it or buy it?"

The factory, the fulfillment center, the platform. Capex against unit cost against capacity, second-order effects on margin and on the next raise, and the sunk costs left out of the math.

First principles Theory of constraints Opportunity cost Sunk-cost discipline Second-order thinking Expected value Inversion 80/20 prioritization
03 · Who I work with

Companies in growth mode.

Food & beverageFintechSaaSConsumer goodsWholesale & retailDTC
$50M food manufacturerNational grocery · investor model, M&A and valuation strategy, per-SKU forecast, cash through a retail launch
$20M fintechB2B SaaS, 300+ credit unions · overhauled the investor-grade financial and operating model, capitalized R&D, strategic financing scenarios, balance sheet optimization
Organic confectionery brandSpecialty retail · unit economics on a new facility, equipment decision, 13-week cash
Consumer hardware startupFounding team through acquisition · built finance and operations from the ground up, launched, scaled, and led the exit
Clients sell through
TargetWalmartWhole Foods MarketKrogerWakefernGiantUNFIKeHEC&S Wholesale Grocers
04 · Say hello
Jennifer Jang

16 years turning finance into a growth engine.

I've seen firsthand how much finance can make or break a company. It can be the quietest function in the building, closing books and reporting on a past you can't change. Or it can be the engine: moving in tandem with growth, living and breathing on grounded potential. For 16 years, I've built and thrived in that second kind.

Most recently, on the founding team at Aerflo as SVP of Finance and Operations, I raised the capital, launched, and scaled the company through its exit, building the operating model the whole company lived by, treating cash as strategy, and running operations alongside finance. Now I do the same for founder-led companies in growth mode.

[email protected]  ·  LinkedIn  ·  Substack
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