Services

I deliberately don't work on an hourly or daily basis. The effort depends on the agreed services and naturally varies: it's higher during the onboarding phase, settles into a rhythm during ongoing collaboration, and increases again when a specific occasion arises, such as a financing round or M&A process. A retainer gives you planning certainty and me the freedom to focus on your topics rather than time tracking. Between sessions I'm reachable by email.

An interim CFO temporarily replaces a full-time position, typically for 6–12 months. I work as an external strategic sparring partner on a retainer basis alongside your existing team. The focus is on designing structures and systems that endure — not on filling a gap.

I don't replace anyone. For CFO services, your accountant, controller or finance manager stays on board — I bring in the strategic layer. For coaching, I work directly with your leadership team on processes, goal systems and collaboration. In both cases: clear division of responsibilities and regular alignment from day one.

Coaching is not about finances — it's about the leadership and management system of your company. This includes meeting structures, goal-setting systems like OKRs, leadership development, hiring processes and company culture. I work directly with the founding team and department heads so that growth doesn't fail due to internal friction.

Yes, and many clients do. Especially during the growth phase, financial strategy and organisational scaling are closely linked. The packages can be flexibly combined. In the initial call we'll clarify where the biggest lever is and what should take priority.

Yes. The packages grow with your company. An upgrade is possible at any time, a downgrade at the next quarter. Many clients start with Foundation and switch to Scale-Up after 6–12 months once the initial structures are in place and demand increases.

The engagement starts with an initial assessment. After that a minimum term of three months applies, because structural changes can only be meaningfully initiated and measured within this timeframe. After that the engagement is cancellable monthly.

For CFO services: quick wins like clean reporting, KPI dashboards or optimised cash flow processes within the first 30 days. For coaching: a functioning meeting rhythm, clear responsibilities and first quarterly goals. Structural changes take 3–6 months. In the initial call we'll define concrete milestones so progress stays measurable.

After the initial call and analysis, typically within 2–3 weeks. In urgent situations — for example before a fundraising round or during an ongoing M&A process — faster is possible. The onboarding process is standardised so that the advisory work is effective from day one.

Both. Ongoing work is done remotely through regular calls and asynchronous coordination. For workshops, board meetings or intensive working phases I come on-site. My base is the Rhine-Neckar region, but I work throughout Germany and internationally when needed.

An experienced full-time CFO typically costs €250,000–€400,000 per year in gross employer cost (incl. benefits/bonuses), often plus an equity stake such as virtual shares (VSOP). CFO Foundation starts at €2,900/month excl. VAT; scope and retainer depend on your needs. You get C-level strategic financial leadership without a full-time fixed-cost structure.

My focus is on tech, energy and financial services. However, the structures I design — financial models, reporting, governance — are applicable across industries. What matters is your company's growth stage and complexity, not the industry.

Confidentiality is the foundation of any engagement. Before we start, we sign a non-disclosure agreement. I work with my own infrastructure and clearly defined handling of sensitive data. Where a project requires access to client systems, this access is purpose-bound. After the project ends, access is revoked and project-related data is deleted.

Everything I build belongs to you. Financial models, dashboards, process documentation, reporting structures — these stay in your company. At the end of the engagement there is a structured handover to your internal team or a successor. The goal is always that the structures work without me. That's not a side effect — it's the core of my approach.

If you have neither ongoing financial processes nor meaningful revenues and are still validating whether your business model works, a good tax advisor and solid bookkeeping is usually enough. But as soon as you're regularly making financial decisions — whether fundraising, cash flow management or pricing — you benefit from strategic financial leadership. Conversely, if daily real-time decisions require a permanently present, in-house CFO, you need a full-time hire. Between these two poles is where a Fractional CFO has the greatest leverage: strategic depth without the fixed costs of a full-time C-level position.

Yes. I work with VC and PE funds both directly and through mandates in individual portfolio companies. Typical scopes include KPI and board reporting standards, cash runway transparency, forecasting, fundraising readiness, and preparation for M&A or exit processes. The goal is that funds and management can make decisions quickly based on consistent, investor-grade data.

I design the finance function to meet investor standards fast: monthly reporting, robust models, unit economics, runway planning, KPI dashboards, and board-ready decision materials. I also develop cash and working-capital concepts, establish a clear forecasting cadence, and structure the data room and cap table. This reduces risk, speeds up decisions, and makes the company M&A and exit-ready.

Standardised and comparable: monthly KPI and cash reporting, a quarterly board pack with a finance section, variance analysis, runway planning and clear next steps. The format follows VC/PE standards while staying lean and practical.

Yes. I support fundraising processes from preparation through closing. This includes developing the equity story and strategic positioning for investors, building financial models and scenarios, defining relevant KPIs, and working through valuation fundamentals and capital structure. On the operational side, I structure the data room, prepare investor Q&A, analyse term sheet implications and develop the runway strategy. If needed, I actively run the process through closing.

Yes. Board packs, reporting, models and data rooms are delivered in German or English. I align with international VC/PE standards (UK/US) so materials are investor-ready.

Yes. I have hands-on experience in HGB accounting for standalone and consolidated financial statements, as well as IFRS implementation — from the initial gap assessment and transition from HGB to IFRS through to full application. This includes group consolidation under both HGB and IFRS, and preparing for and managing first-time statutory audits, for instance when companies become subject to audit requirements for the first time or want to proactively build audit-ready structures. For VC- and PE-backed companies transitioning to international investor reporting or preparing for a larger funding round, this background provides direct value.

No. I don't provide tax or legal advice. For tax and legal matters I work closely with your tax advisor or lawyer and provide the financial decision basis.

Kickoff, target definition and data access come first. Then we deliver quick wins such as KPI setup, cash and runway planning, first reporting, and a 90‑day roadmap. After that we move into a steady operating cadence.

Depending on the package: typically weekly or bi‑weekly calls, monthly reporting, and async coordination via email. For urgent topics we can align on short notice, subject to availability.