Virtual CFO for SaaS in Sydney

Your numbers in 90 days. Fixed scope, fixed price, then it stops.

SaaS founders scale on instinct and a healthy bank balance: hiring engineers, signing customers, watching ARR climb.

What is missing is the forward view, how many months of cash sit behind the plan, what churn is doing to the run rate, whether margin holds. The 90-Day Number builds it and hands it over on day 90.
See if you're a fitBook a 30-min intro
Senior finance for $2m-$15m Sydney businesses. The work is led by Chartered Accountants, with experience across public, private, and owner-led businesses.

Every virtual CFO sells a retainer. We sell a deliverable.

$17,850

+ GST
That is $5,950 a month for three months, then it stops. Fixed. No retainer pressure after day 90.
what's included

Four deliverables. Two modules. One fixed price.

Everything that lands in your hands by day 90, built around how a SaaS business actually runs. No more, no less. Scope-creep proof.
1
A simple 13-week cashflow model
Tied to your MRR, renewals, and the timing of annual versus monthly billing. Five minutes every Monday and you know what is in the bank across the quarter, not just at month end.
2
Three KPIs that drive the week
Usually net new MRR, gross margin, and months of cash, set to your model. The three numbers your operating week runs on, reviewed every Friday, not a thirty-metric dashboard.
3
A 12-month budget
Hiring tied to ARR: the next engineers and account executives costed against the run rate. Assumptions you can defend to a board or to yourself. Updated monthly, not filed once.
4
A one-page board readout you want to read
ARR, revenue, margin, cash, KPIs, headcount, on a single page. The page you would hand a board, a bank, or yourself in twelve months. No eighty-slide pageantry.
5
Headcount & Capacity Planning
Maps your hiring plan to ARR, cash, and output. Whether the run rate supports the next two engineers, or pipeline supports the next account executive. Trigger logic for when you hire.
6
Margin & Pricing
Gross margin by plan and cohort, and the cost to serve behind each tier. Pricing and packaging scenarios modelled. The numbers that tell you whether you have a real business or a busy one.
who it's for

Built for $2M to $15M SaaS founders past instinct, short of a CFO.

Three profiles where the 90-Day Number consistently lands here.

The post-PMF founder scaling on instinct.

You have crossed $2M ARR and the line keeps climbing. You are hiring engineers and account executives on gut and a healthy bank balance. The P&L is for the accountant.

What you do not have is a forward view of how many months of cash sit behind the hiring plan.

The bootstrapped, profitable SaaS.

You took no outside money and you intend to keep it that way. Growth is funded from cash, which makes every hire and every infrastructure bill a real trade-off.

At $3M to $6M ARR you need to know your months of cash and whether margin holds as you scale, not a vanity dashboard.

The multi-product or expanding SaaS.

You are adding products, plans, or new markets, and the blended numbers no longer tell you much.

At $5M ARR and up you need unit economics by product and cohort to see what is actually carrying the business and what is quietly losing money. The mix is the question.

why owners pick this

Why SaaS founders pick this over an indefinite retainer.

Four reasons the structure of the 90-Day Number works where the standard virtual CFO retainer does not.
A 90-day decision point
The standard offer is an open-ended retainer at $4K to $8K a month with no end date. You sign on in March, cannot tell if it is working by July, feel awkward cancelling by September. This ends on day 90 by design. You decide what is next: continue, project work, or wrap with the four deliverables.
One fixed price, on the page
$5,950 a month for three months. $17,850 total, fixed. Not "from $X", not "$300 an hour", not "scoped after a discovery call". You price your range to a margin and a landed cost. You should expect a CFO to price their own work.
One named CFO, every week
Same person on day one, day forty-five, day ninety. Not a roster, not an account manager between you and the senior. You meet your CFO on the intro call and they run the engagement. Founder-direct, no layers.
Four documents, not eighty slides
We hand over the cashflow model, the three KPIs, the budget, and the one-page board readout. If it does not fit in those four documents, it is not strategic finance. It is theatre.
If your virtual CFO can't tell you the deliverable on day 90, you don't have a virtual CFO. You have a retainer.
how to start

Four weeks to a finance function. Twelve more to operate it.

Book a 30-minute intro. We talk through your stage, your numbers, and what you are trying to work out. We can meet in person around Sydney, or over a call.

If the 90-Day Number is a fit, we send a scoping doc within 48 hours and start the following Monday.

The diagnostic lands at the end of week one. The model is working by week four. The board readout is in your hands on day 90.
Book a 30-min intro

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Frequently Asked Questions

The questions founders ask before signing. Plain-English answers.
Do you work with SaaS and software businesses?
Yes, they are a core part of the work. The pattern repeats across Sydney SaaS founders between $2M and $15M: ARR climbing, the brand profitable or close to it, and no forward view of cash, churn, or whether margin holds as the team grows. That forward layer, sitting on top of clean books, is exactly what a virtual CFO builds.
We run on MRR. What do the three KPIs look like for us?
Usually net new MRR, gross margin, and months of cash, though we set them to your model in week one. The test is three numbers that actually move revenue, margin, or cash, reviewed every Friday, not a dashboard with thirty metrics nobody opens.
What does $17,850 +GST buy a SaaS founder?
Three months of senior virtual CFO work and four named deliverables: a 13-week cashflow model, three KPIs, a 12-month budget, and a one-page board readout. Plus two modules, headcount and capacity, and margin and pricing. Fixed price, billed as three monthly payments of $5,950, then it stops.
How is this different from my accountant?
Your accountant handles the backward view: tax, structuring, R&D claims, year-end. We handle the forward view: cashflow, budget, KPIs, the decisions in front of you this quarter. Most founders need both. We work alongside your accountant, not instead of them.
We are bootstrapped, not VC-backed. Is this still for us?
Yes, and it often matters more. Without a raise to cushion mistakes, every hire and infrastructure bill comes straight out of your own cash. We build the months-of-cash view and the hiring triggers so you can grow at a pace your bank balance actually supports.
Our annual and monthly billing makes cash hard to read. Can the model handle that?
That is the case it is built for. Annual upfront deals and monthly subscriptions hit cash at completely different times, which is why MRR and the bank balance rarely tell the same story. The 13-week cashflow maps billing timing against your costs, so you see the real cash position, not the accounting one.
How do you handle deferred revenue and the gap between MRR and cash?
We keep them separate and visible. MRR tells you the run rate, deferred revenue tells you what you have been paid for but not yet earned, and the 13-week cashflow tells you what is actually in the bank. The board readout shows all three, so you stop confusing a healthy MRR chart with a healthy cash position.
We are hiring ahead of revenue. Can you tell us what we can afford?
Yes, that is the core of the headcount and capacity module. We cost the next engineers and account executives against your ARR, run rate, and months of cash, so the hire is a quantified decision with a trigger, not a hopeful one made on a good month.
We might raise in the next year. Does the 90-Day Number help?
Indirectly, and that is deliberate. The engagement gets your operating numbers in order: the budget, the cashflow, and a board readout an investor can actually read. If you reach the point of needing an investor-specific model, we scope that separately as a project. The 90-Day Number is the operating finance underneath the business, not the raise itself.
What happens after day 90?
You have the four deliverables and a working operating rhythm. We have a short conversation about what is next, with three honest options: continue on an optional monthly retainer with no lock-in, take on a scoped project, or wrap with the deliverables and stay in touch.
We have outgrown the bookkeeper but cannot justify a finance hire. Is this the in-between step?
Yes, that is the exact gap. A full-time finance lead at this stage is a $200K to $300K commitment with super, leave, and recruitment on top. This builds the layer that hire would own, hands it over documented, and leaves you running it for a fixed $17,850.
Is there a lock-in or minimum term?
No. The 90-Day Number is fixed at $17,850 +GST and ends on day 90. It does not auto-renew. If you continue afterwards, that is month to month with no lock-in either. You decide what is next, not a contract.
Pitt Street, Sydney
Chartered Accountants Australia & New Zealand Member
hello@sydneyvirtualcfo.com
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