01 / Prioritise findings
Finance assessment
Example · excerpt
CloseReview
ReportingPrioritise
OwnershipAssign
24 assessment questions, prioritised findings and next steps.
Read the finance assessment guideFinance for tech scale-ups.
Make growth plannable.
For CEOs and VC portfolios: interim CFO, accounting and FP&A for growth, funding rounds and reliable board figures.
- Aligned revenue and headcount planning
- Cash forecast with traceable assumptions
- Board pack with KPIs and decisions
Growth plan, runway and board figures do not line up?
We assess where revenue, headcount and cash assumptions diverge and which decision is next, giving the finance assignment a clear focus.
From a documented mandate: 26-month interim CFO mandate in B2B SaaS: Series C and closing processes across three countries. Read case study
Book an intro call
What working together looks like
Three deliverables. A clear next step.
The previews show structure and scope. Sample figures are fictional; deliverables and priorities are agreed for your engagement.
02 / Prepare decisions
Reporting package
Example · excerpt
EBITDA actual / plan€80k / €150k
Cash bridge€500k → €445k
Actions3 next steps
Sample board pack with monthly figures, cash commentary and an action list.
View the reporting package template03 / Make forecasting repeatable
FP&A setup
Example · excerpt
Drivers & assumptionsData foundation
Forecast & scenariosPlanning logic
Review & ownersReview cadence
A setup plan with 16 tasks covering data, drivers, forecasting and review.
View FP&A setup plan (German)Preparing a funding round? Finance before Series B/C: roles, scope and cost factors.
From portfolio need to a concrete finance engagement
We start with the next board deadline, the last reconciled close and the decision the forecast needs to support. Together with management, we agree the role, initial deliverables and handover.
- After the funding round: bring plan assumptions, hiring budget and reporting calendar together.
- When runway is unclear: liquidity plan with base and downside scenario, documented assumptions and actions.
- Before the next board meeting or fundraising: align financial model and KPI dictionary, explain variances and prepare financial documents.
Typical results are an aligned board pack, a traceable runway plan and clearly assigned tasks. In a portfolio comparison, different business models and KPI definitions remain visible.
Operational support for your finance team
For overdue accounts, interim accounting prioritises entries and reconciliations, producing a backlog register and close calendar. For uncertain planning, FP&A documents drivers and builds base and downside scenarios. If finance leadership is missing, an interim CFO takes responsibility for priorities and handover.
Discuss finance needs in your portfolio
For operational delivery inside the company
In brief
Last updated: 13 September 2026
nugrow supports tech scale-ups and VC-backed companies as they develop their finance function. The CFO leads finance, accounting provides the agreed actual figures, and FP&A connects them with growth drivers, cash and planning. The operational engagement is agreed with management; investors receive the agreed reports.
Triggers: scaling after Series A or B, a CFO or accounting vacancy, establishing FP&A, the next funding round or an upcoming board meeting.
Models: ongoing CFO as a Service or a fixed-term interim CFO; CFO support at nugrow starts at EUR 1,800 per day excluding VAT, with an agreed workload.
Services: interim accounting and closing preparation, interim FP&A, budgets and forecasts, runway planning, KPI alignment and board reporting.
Experience from VC-backed companies: Sebastian Janus has worked as interim CFO at Staffbase and Papershift, among others. Across all twelve mandates, seven private-equity firms and venture-capital investors sat on the shareholder side — including Insight Partners, eCapital, AEM Capital and BayBG. The reference overview describes the brief and scope of each mandate.
Initial profiles within 24 hours
From two days per week
12+ mandates since 2019
Budget based on workload
Experience from 350 projects.
Quantifiable successes for
CFO as a Service
Our mandates are predominantly in B2B software companies with 30 to 500 employees under VC or PE ownership – from Series A through to exit preparation.
+350
projects since 2019
12+
mandates since 2019
24 h
to the first profile
96%
Repeat engagement rate
7
Months average engagement length
Situations for Finance as a Service
Our know-how
Our experience spans 350 projects, including interim mandates and consulting projects such as digitalising a finance department. This includes working with common finance tools, from accounting and controlling to reporting.
One reporting standard for the entire portfolio?
We define the metrics once, roll the template out across the portfolio and step in wherever a finance role is missing.
Book an intro call
Or call us directly: +49 234 47995220
100% free & non-binding
Our Partners & Collaborations
Carefully selected to create synergies that provide real added value to our customers. We work hand in hand with leading experts and organizations to ensure innovative solutions and exceptional service.
Finance as a Service process
01
Initial assessment & needs analysis
First we carry out a thorough analysis to understand the specific financial requirements and challenges of your portfolio companies. This assessment allows us to develop tailored financial services that fit the needs of each company precisely.
02
Implementation & integration
Following the needs analysis, we employ specialized finance teams that work closely with the internal teams of the portfolio companies. We integrate advanced financial software and systems to streamline data management and reporting and simplify financial governance.
03
Ongoing support & optimization
We provide continuous support and regular assessments to monitor and further optimize financial operations. Our experts are ready to respond to changes in the business environment and make strategic adjustments that contribute to increasing the value of portfolio companies.
What makes finance different in a venture capital context
Comparability across the portfolio
As long as every portfolio company uses its own definitions, portfolio figures cannot be aggregated. Consistent definitions for revenue, recurring revenue, burn and runway, plus a shared reporting format, are the precondition for a fund being able to compare its holdings at all.
Runway is a management metric
The question of how many months the funds will last must be answerable at any time – in the base case and in a conservative scenario. That includes how much growth each euro deployed generates. Both figures determine the timing of the next round and the negotiating position from which it is run.
Preparing for the next round
A cap table, dilution calculation, an integrated financial model and a data room that stands up to scrutiny are not created in four weeks. Portfolio companies that maintain these documents continuously shorten their funding processes considerably – and avoid valuation discounts that arise purely from a lack of verifiable evidence.
Typical starting points in the portfolio
Every company reports differently
Different definitions for the same terms make aggregation impossible. A binding reporting template solves this with little effort.
The runway is an estimate, not a calculation
Without a link between headcount planning, contract position and liquidity, you get a number that shifts every month. An integrated model makes it reliable.
The data room is only built under time pressure
When documents are only pulled together once the process is running, it costs weeks and negotiating position. Ongoing maintenance is far cheaper than reconstruction.
FAQ
Do you have questions?
We have answers. In our FAQ section you will find comprehensive information and guidance on the most common concerns, so that you get the support you need quickly and easily.
SaaS finance and tech scale-up glossary
The most important terms around financial leadership in VC-backed companies, explained briefly and precisely in our finance glossary.
Which holding needs finance right now?
30 minutes with Sebastian Janus: the situation in the portfolio company, the right model and scope, next steps. No obligation.
Book an intro call
Or call us directly: +49 234 47995220