The company outruns its finance function
Headcount, entities, and channels grow faster than the finance team can absorb. The function stays in transaction processing while the business needs decision support.
Who we serve
The Office of the CFO
The finance function at a $10M–$70M company does not need more headcount or another platform; it needs judgment applied through systems. F3 Insights builds one reconciled set of numbers, AI-assisted forecasting and close work on top of it with a person reviewing the output, and the finance rhythm that turns them into decisions.
The problems
What Actually Breaks at This Size
The recurring failures we see in the Office of the CFO at companies with $10M–$70M in revenue.
The fifteen-day close
By the time the month is closed the information is stale enough to be history rather than a decision input. The close consumes the capacity that should be spent on analysis.
Forecast theater
The forecast is assembled from department wish-lists rather than drivers, and its error is never measured. Nobody can say how wrong it usually is, which means nobody can trust how wrong it is now.
Cash blindness during growth
Growth consumes cash and the bank balance is a lagging indicator. Without a rolling thirteen-week view maintained weekly, liquidity risk is discovered rather than managed.
Pricing and unit economics nobody owns
Margin by product, channel, and customer is not reliably computed, so pricing decisions are made on gut. The realized price differs from the list price in ways nobody has quantified.
The one-person dependency
The model, the mapping logic, and the institutional memory sit with one person. Their absence stops the reporting cycle, and diligence prices that risk.
The system
What F3 Insights Builds
Four pieces, built from the numbers up. Reconciled numbers come first, because automation on numbers nobody trusts is a faster way to be confidently wrong.
One reconciled set of numbers
One version of the truth across accounting, CRM, and operational systems, with clear rules for where each number comes from and who can change it. Built first, because automation on unreconciled data is a faster way to be confidently wrong.
Forecasting and close work, automated under review
Driver-based forecasting, a faster close, cash and runway tracking, unit economics, and scenario models for tariff, rate, and demand shocks. The reasoning behind every output is visible and a person signs off, so nothing is a black box.
How the CFO's office runs week to week
The weekly cash cadence, the monthly close and review, and the quarterly re-forecast, with standing agendas and named owners that make the systems produce decisions rather than reports.
Senior finance judgment, handed over
A senior finance operator inside the rhythm from day one, proving the system in live decisions rather than staged demos, then transferring it to the client's team.
Every engagement ends with your team running what we built. How we work
Related
The Rest of the Leadership Team
Each office is one seat at the same table. The offices share one set of numbers, one operating rhythm, and one set of playbooks.
Office of the CEOYou are the integration layer. Every decision routes through one calendar.Office of the COOThe company runs on tribal knowledge, and firefighting has become the operating model.Office of the CMOAttribution collapsed, and marketing cannot prove contribution to the CFO.Office of the CROThe forecast is a negotiation, and the pipeline number nobody fully believes.
Next step
Bring a systems answer to the CFO seat.
A diagnostic runs two to six weeks and ends with a systems map, a problem ledger with costs attached, and a sequenced build plan. Start with a conversation about the Office of the CFO.