Capital, M&A, and exit work require financials that survive due diligence. We build them that way from day one.

Most businesses approach a transaction the same way. They run the business one way for years, then scramble to dress up the financials in the six months before the deal. The result is predictable: due diligence reveals what the rushed prep work could not hide, valuation gets discounted, deal terms get rewritten in the buyer's favor.

We do the opposite. We build the financial discipline that makes a transaction defensible long before the transaction is on the calendar. By the time the deal is real, the work is done.

What we do

Capital Raise Preparation

Debt or equity. Senior debt, mezzanine, asset-based lending, growth equity, recapitalization. We prepare the financial materials, build the model, develop the narrative, manage the diligence process, and sit alongside you in the conversations that matter.

M&A Advisory

Buy-side or sell-side. Financial modeling, deal structuring, quality of earnings preparation, working capital negotiation, post-close integration planning. We do not replace your investment banker or M&A advisor. We make their work easier and your number bigger.

Exit Preparation

12 to 60 months ahead of a planned exit, we build the financial foundation that maximizes value. Investor-grade financials. Customer concentration analysis. Working capital normalization. EBITDA quality of earnings preparation. Management bench depth assessment. The narrative.

Post-Acquisition Integration

If you have just acquired a business, the financial integration work determines whether the deal thesis actually plays out. We lead the integration of accounting systems, reporting cadence, KPI alignment, and treasury management.

Why our track record matters here

Most fractional CFOs have built models. Few have sat across the table from the people who decide whether to fund the deal. Paul Whitley spent 15 years deploying $1.6 billion in funds employed across asset-based, real estate, and cash flow lending, with annual returns ranging from 22 to 30 percent. The Senior CFOs on our team have led capital raises, restructurings, and M&A transactions across decades and industries.

When we sit in your due diligence calls, we know what the diligence team is going to ask before they ask it. That changes the dynamic.

For investors and capital partners

If you are a PE firm, family office, or lender supporting a portfolio company, we provide fractional CFO and financial transformation services for portfolio companies that need senior leadership without a permanent hire. We work directly with portfolio CEOs, with regular reporting back to the sponsor.

Proof story

An owner came to us with the goal of selling his business in 24 months. We built the readiness assessment first. The financials were accurate but not investor-grade. Customer concentration was higher than the eventual buyer would tolerate. Working capital was overstated by $1.4 million in working capital adjustments the buyer's diligence team would have caught.

Inside 18 months we addressed all three. The business sold inside the original timeframe at a price 35 percent above the owner's initial expectation. The buyer's diligence process took six weeks instead of the expected four months because every question they asked already had a documented answer.