You need the finance function. Not a full-time CFO.
I was the first finance hire at G2 and took it from $1M to $100M ARR. Then VP, Head of Finance at Replicant, a venture-backed voice AI company. Now I do that work for seed through Series B SaaS and AI companies that need the discipline before they need the headcount. 1 to 3 days a week, retained.
Seed through Series B. $2M to $40M ARR. Venture-backed.
Usually one of three things is true when a founder calls. Sometimes all three.
The books close late and nobody trusts the numbers.
The board deck is a scramble every quarter. Revenue recognition is whatever the bookkeeper did. There is no close calendar, no controls, and the GL was set up for a company a third this size.
You're raising in the next 12 months.
The model has to hold up. The data room has to be clean. The narrative has to match the numbers. Investors find the gap between those three faster than founders expect.
Runway is the whole conversation.
13-week cash, burn, scenarios, and the hiring decisions that hang off them. When to cut, how deep, and how to do it without stalling the business.
If you already have a full-time CFO, you don't need me. If you have a bookkeeper, a spreadsheet, and a board that is starting to ask harder questions, you probably do.
Three jobs. One person doing all of them.
I do the work myself. No junior hand-offs, no team behind the curtain. What gets built is built so it runs without me in the room every week.
Build the finance function from zero
GL structure, revenue recognition, close calendar, controls, and the systems a board can rely on. Then hand it back as a function that runs on its own.
Make the numbers decision-useful
Bottoms-up revenue and capacity models. Headcount tied to revenue. Cohort, margin, and unit economics turned into the 2 or 3 calls a founder actually has to make.
Protect runway and run the raise
13-week cash, burn, and scenario models through the capital-constrained stretches. The model, data room, and investor narrative that carry a company through diligence.
- Board reporting and KPI frameworks
- Bottoms-up revenue and capacity models
- 13-week cash flow and runway modeling
- GL structure and revenue recognition
- Headcount planning tied to revenue
- Investor models, data rooms, diligence
- Month-end close design and automation
- Pricing, commissions, and deal desk
- Systems selection, audit, and auditor transitions
Two companies. Real numbers.
Everything below is from inside the building, not from advising it.
Senior Accountant to SVP, Head of Finance
First finance hire. Built the function through hypergrowth and a $1.1B Series D.
Joined as the first full-time finance and accounting hire and scaled the function across 5 domestic and international entities, owning reporting, forecasting, controls, and systems at every stage of the climb.
Ran the models, data room, and investor materials for the Series C and D. Closed the D at a $1.1B valuation with no surprises surfaced in diligence. Led finance integration on strategic acquisitions.
VP, Head of Finance
Voice AI in a capital-constrained market. Forecast variance cut from 20 to 25% down to 5 to 7%.
Rebuilt board reporting from nothing. Reset revenue forecasting through tighter modeling, pipeline reconciliation, and direct alignment with Sales and GTM leadership. The board started trusting the numbers again.
Owned cash flow forecasting and liquidity. Implemented cost controls and spend prioritization that extended runway 6 to 8 months without slowing hiring against revenue.
Retained. Part-time. Hands-on.
- Stage
- Seed through Series B. $2M to $40M ARR. Venture-backed B2B SaaS and AI.
- Cadence
- 1 to 3 days per week, retained monthly.
- Term
- 3 to 9 months is typical. Longer when it's working.
- Where
- Chicago based. Remote friendly.
- Who
- Me. There isn't anyone else.
It starts with a conversation about where the numbers are today and what the board is asking for. From there we scope it. Some companies need the function built. Some need a model that survives diligence. Some need someone to own cash for 6 months. The scope follows the problem, not a package.
I've worked in the systems your team is already in, and I have opinions about which ones to leave.
I build the finance function. I don't inherit one.
Public accounting and technology audit first, at BDO and Cleversafe. Then 9 years at G2, from Senior Accountant to SVP, Head of Finance, as the company went from its first million in ARR to a Series D. Then Replicant, a venture-backed voice AI company, as VP, Head of Finance.
Companies that don't have the financial infrastructure they need to run the business yet. That is where I add the most value.
The pattern across all of it is the same. I was the one standing up the infrastructure, not the one who walked into it. That's the work I'm good at, and it's what Leavitt Finance does for seed through Series B companies that aren't ready for a full-time CFO.
CPA, Illinois · Master of Accounting Science and B.S. Accountancy, Northern Illinois University · Chicago, IL
Start with a 30-minute call.
Tell me where the numbers are and what the board is asking for. I'll tell you whether I can help. If I can't, I'll say so and point you somewhere better.