Finance OutsourcingFinance Outsourcing

Three cases. First, the company is too small for a full in-house finance team but too large for the founder to handle on a spreadsheet — typically Series A through early Series B. Second, the company has an in-house team but needs partner-level oversight without hiring a CFO — a vCFO layer. Third, the company is going through a transition (new funding, restructuring, M&A integration) and needs surge capacity. If none of those, building in-house is the right answer.

Three triggers: monthly close requires more than one person full-time; investor reporting cadence has crossed quarterly into monthly; or strategic finance work (capital allocation, M&A pipeline, treasury) is dominating the finance role. Most companies cross that threshold around US $20M ARR or 200 employees. We help in the transition — scope the role, run the search alongside the founder, and hand over cleanly.

Monthly retainer scoped to the work — usually a fixed amount per month based on transaction volume, complexity and whether vCFO is in scope.

The retainer covers everything in the scope; out-of-scope special projects (fundraise, audit support, M&A integration) are scoped separately. No per-hour billing — predictable monthly budgeting matters.

Three to four weeks to opening balances clean, chart-of-accounts redesigned, tooling stack set up, and first close ready.

The first month live is usually a hybrid — we run the close, your team observes, and we hand over the runbook. By month two we're at steady state.

Mutual NDA at engagement letter stage.

We work inside your accounting system (Zoho, Tally, NetSuite or whatever) rather than running parallel books — your data stays in your environment. Access is restricted to the named engagement team. We don't move data to our servers except for the workpapers we are obligated to retain.

Most outsourced finance firms scale by adding junior accountants.

We staff partner-deep — a partner reviews every close, sits on monthly reviews, and is available for the strategic finance calls. The day-to-day work happens with a smaller engagement team, but the partner is genuinely in the engagement, not just on the engagement letter.

Same team. Rotation is the right model for routine commoditised work; finance outsourcing benefits from continuity. The partner stays through the engagement. The execution team can change with personnel moves, but we transition in pairs so context isn't lost. If you specifically want rotation for independence reasons (uncommon outside audit) we accommodate.

Common path. We help scope the in-house role, can run the search alongside, and run a structured handover — typically eight to twelve weeks of overlap during which the in-house lead shadows us, then takes over with us in advisory standby. After the transition we are often retained on a smaller scope (audit support, specific projects) rather than a complete exit.

Yes, and most of our engagements do.

The vCFO is involved in fundraise prep, investor diligence and post-close reporting. For the actual fundraise mandate (pitch, IM, investor outreach), we co-engage with our Investment Banking practice under a separate engagement letter so the work is properly scoped and the fee structure is clear.

We typically engage with companies past Series A or with revenue above INR 5 crore — below that scale, the cost of a partner-led outsourced finance team is hard to justify against the alternative of one in-house accountant. For pre-Series-A companies we sometimes do a fixed-fee monthly bookkeeping engagement, but the vCFO layer requires a higher base.