Startups
- The question
- How long is the runway, and what does the next hire do to it?
- How we help
- Burn and runway tracked monthly, with scenario planning before each major commitment.
Virtual CFO
Strategic financial leadership without hiring a full-time CFO.
Get expert financial planning, reporting and decision support designed to help your business scale with confidence.
- Monthly pack by the 10th
- Standing review call
- Board-ready reporting
- Fixed monthly retainer
Management pack · Q2 FY 2026-27
Financial position
Revenue trend
8 months
Net cash flow
₹9,18,400
Positive, 6 months running
Gross margin
41.6%
Target 40%
Budget vs actual104% of plan
ActualBudget
- Accounts receivable₹34,80,00042 days
- Accounts payable₹21,16,00038 days
- Dedicated financial partner
- Business growth focused
- Data-driven decisions
- 100% confidential
Who is this for
Built for the stage you are actually at
The finance question that matters at ₹2 crore is not the one that matters at ₹20 crore — and it is never the same across industries.
Growing SMEs
- The question
- Revenue is up, so why is there never any cash in the account?
- How we help
- Cash conversion cycle measured and worked on — collections, stock and supplier terms.
Manufacturing
- The question
- Which products actually make money once overheads are loaded?
- How we help
- Costing built up properly, with product and plant level margin reporting.
Service businesses
- The question
- Are we pricing for utilisation, or just for headline rates?
- How we help
- Utilisation, realisation and delivery margin tracked by client and engagement.
Agencies
- The question
- Which retainers are worth keeping once servicing cost is counted?
- How we help
- Client-level profitability with pass-through costs separated from your own revenue.
E-commerce
- The question
- What is the real contribution margin after fees, returns and ads?
- How we help
- Unit economics after commission, shipping, returns and marketing — by channel and SKU.
Preparing to raise
- The question
- Will our numbers survive investor diligence?
- How we help
- Clean historicals, a defensible model and a data room built before the process starts.
Founders & directors
- The question
- Who challenges the numbers before I commit to them?
- How we help
- A standing monthly review where decisions are argued through, not just reported.
What we do
The finance function, delivered on a retainer
Twelve workstreams that make up the CFO layer. Scope is agreed up front — you take what your stage needs, not a fixed bundle.
Sits on top of: accounting and payroll
Monthly MIS
One pack with P&L, cash flow, ageing and the KPIs that drive your business — by the 10th.
Financial reporting
Statements your board, lender and auditor can read without a translation layer.
Cash flow planning
A rolling 13-week forward view of collections, payments and statutory dues.
Budgeting
An annual budget built bottom-up, then held to account month by month.
Forecasting
Scenario models for hiring, pricing and capex, so commitments are tested before they are made.
Cost analysis
Where money actually goes, by cost centre, product and channel — including the overheads nobody allocates.
Board reports
A concise pack with variance commentary and the decisions being asked for.
KPI dashboard
Four to six metrics chosen from how you make money, reviewed and pruned each quarter.
Business performance review
A standing session on margins, unit economics and what the numbers are telling you to change.
Working capital management
Receivables, inventory and supplier terms worked as one cycle rather than three problems.
Management meetings
Monthly review and quarterly deep dive, with an agenda and follow-through on actions.
Strategic advisory
Pricing, borrowing, expansion and readiness for diligence — argued through with you.
Finance maturity assessment
How mature is your finance function?
Eight questions, and you will see a maturity score, the gaps behind it and a suggested service level. Indicative only — we confirm it against your books on the call.
Your assessment appears here
Answer the three questions above to see your finance maturity score. The checkboxes are what actually move it.
Our process
From first meeting to a monthly rhythm
Step 1: Discovery meeting
We understand the business, the decisions you face and what reporting exists today.
Step 2: Business assessment
A candid read on your finance maturity, with the gaps named rather than softened.
Step 3: Data collection
Access to your books, banking, ageing and payroll, through a controlled shared folder.
Step 4: Financial review
Historicals reviewed and reconciled, so the baseline everything is measured against is sound.
Step 5: Implementation
Reporting pack, KPI set, budget and cash forecast built and agreed with you.
Step 6: Monthly review
Pack delivered by the 10th, followed by a review call where decisions get made.
Step 7: Continuous advisory
Quarterly deep dives, lender and investor reporting, and access between cycles.
Common questions
The CFO layer, explained plainly
Scope, cadence, boundaries and cost — including the questions about what a Virtual CFO will not do.
Related services
- A Virtual CFO is senior finance leadership engaged on a retainer rather than a payroll. You get the work a chief financial officer does — planning, reporting, cash flow, margins, lender and investor readiness — without the cost and commitment of a full-time hire. The role is advisory and analytical; the day-to-day bookkeeping continues underneath it.
- Businesses that have outgrown their reporting. The usual signals are: you are making decisions on the bank balance rather than on numbers, you cannot say which product or client is genuinely profitable, cash is tight in months that look profitable, or a lender or investor has started asking for information you do not have ready.
- A bookkeeper records what happened. An accountant classifies and closes it correctly. A Virtual CFO interprets it and tells you what to do about it — pricing, working capital, cost structure, hiring, borrowing and timing. All three are needed; the CFO layer only works if the two beneath it are reliable.
- Your CA is usually engaged around compliance: returns, audit and statutory filings, mostly looking backwards at a completed period. A Virtual CFO looks forward and works to a monthly and quarterly rhythm. Many businesses keep both, and we work alongside your existing CA rather than replacing them.
- No. A common arrangement is that your team handles day-to-day entry and we take review, reporting, planning and the management conversation. It gives you a senior layer without adding a senior salary, and your team keeps the operational knowledge.
- Not always, and we will say so. Before your first institutional round, disciplined bookkeeping plus a founder who reads the numbers is often enough. A Virtual CFO earns its place when you are raising, when burn and runway need managing deliberately, or when board and investor reporting begins.
- The standard rhythm is a monthly review call once the management pack is delivered, plus a longer quarterly session for planning and board or founder discussion. Between those, you have access for the decisions that will not wait. The cadence is agreed in writing at the start.
- A P&L against budget with variance notes, balance sheet, cash flow, receivables and payables ageing, and the handful of KPIs that actually drive your business. It is a decision document, not a data dump — if a number is in the pack, we can explain what it means and what to do about it.
- By the 10th of the following month, provided data reaches us by the agreed cut-off. The date matters: a management report that arrives late has already lost most of its value, because the decisions it should have informed have been made.
- That gap is almost always working capital, and it is one of the most common reasons businesses engage a Virtual CFO. Profit is an accounting outcome; cash depends on how fast customers pay, how much is locked in stock, and when you pay suppliers. We measure the cash conversion cycle and work on the parts of it you control.
- A forward view — typically 13 weeks — of expected collections, payments and statutory dues, updated as reality changes. It shows a shortfall while there is still time to act on it, rather than confirming one after it happens.
- From how your business actually makes money, not from a template. A manufacturer and an agency have almost nothing useful in common. We usually start with four to six metrics and drop any that no one has acted on after a quarter — a dashboard nobody uses is worse than no dashboard.
- We prepare the financial side: clean historicals, a defensible model, unit economics, a data room and the answers diligence will ask for. We do not raise capital on your behalf, introduce investors for a fee, or advise on the merits of any investment — that is a different and regulated activity.
- Yes. Lenders ask for projections, statements, ratio compliance and periodic reporting. We prepare those and keep covenant tracking current, so renewals and enhancements are a routine submission rather than a scramble. Whether the facility is sanctioned remains the lender's decision.
- No, deliberately. Independence rules restrict an auditor from providing certain services to the same company, so your auditor and your Virtual CFO are separate by design. We prepare the schedules and coordinate with your auditor so the audit is straightforward.
- Access to your accounting system, the last two to three years of financial statements, current bank and loan details, your customer and supplier ageing, and payroll data. If some of that does not exist yet, that is a finding rather than a blocker — the first phase is often building it.
- Tally, Zoho Books and QuickBooks for accounting, with reporting built on top. We work inside your existing system wherever possible; a migration mid-year creates reconciliation work that rarely pays for itself.
- Confidentiality terms are part of the engagement letter, access is limited to the named team on your account, and documents move through controlled access rather than open group chats. We will sign your NDA if you have one.
- It is a monthly retainer with a notice period, not a lock-in. The first meaningful improvements usually take a quarter to show, because a reporting rhythm has to run a few cycles before it changes behaviour — but you are not committed beyond the agreed notice.
- By scope and complexity: transaction volume, number of entities, whether the underlying bookkeeping is in scope, reporting depth and meeting cadence. You receive a fixed monthly quote in writing after the discovery call, before work begins, and it does not change mid-engagement.
- We do not promise a revenue or margin number — anyone who does is guessing about your market. What we commit to is a defined deliverable and rhythm: a reliable monthly pack on a fixed date, a forward cash view, budget variance you can act on, and a standing review where decisions actually get made.
- When the finance function needs someone in the room daily — typically at greater scale, multiple entities or geographies, a live transaction, or a team large enough to manage. We will tell you when you have reached that point, and we help with the handover rather than holding on to the engagement.
- Yes. The engagement runs online across India — video reviews, shared documents and cloud accounting. Physical location has no bearing on the quality of the work or the cadence.
- Yes. Group structures need consolidated reporting, inter-company reconciliation and a clear view of where profit and cash actually sit. It changes the scope and the fee, and we confirm both after seeing the structure.
Ready to make smarter financial decisions?
Partner with MyMoneyNest and gain strategic financial leadership — starting with an honest read on where your finance function stands today.