Three engagements from the last 18 months. Names and metrics published with client permission.
DevTools SaaS at $14M ARR. Forecast was undefended; investor diligence stalled on cohort retention questions the team could not answer. We rebuilt the model bottom-up from cohort behavior, ran 11 raise scenarios, and ran point on diligence.
Vertical SaaS at $4M ARR. Blended payback was 22 months and the board was nervous. We repriced four plan tiers based on willingness-to-pay analysis, recommended killing two unprofitable acquisition channels, and rebuilt the sales comp plan around payback.
Infra SaaS at $11M ARR. CEO wanted 9 months more runway without taking a down round. We built the lender package, ran process with five banks, and closed venture debt at sub-12% APR with light covenants.
In every case the product was working. What was missing was the finance posture investors and lenders needed to see.
These founders had stopped trying to be the spreadsheet owner. They wanted a partner who would own it and bring back decisions, not questions.
A board meeting, a raise, a debt window. Specific clocks force the work to ship, and our cadence is built around them.