Virtual CFO in Pyrmont

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

The software and media teams along Harris Street and around Jones Bay Wharf are profitable and growing, and still run cash on a gut feel. The 90-Day Number builds the forward view your bookkeeper was never meant to own, 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 Pyrmont software or agency business actually runs. No more, no less. Scope-creep proof.
1
A simple 13-week cashflow model
Tied to your MRR and renewals if you are SaaS, or your project milestones and debtor days if you are an agency. Five minutes every Monday and you know what is in the bank over the quarter, not just at month end.
2
Three KPIs that drive the week
For a SaaS team, usually net new MRR, gross margin, and months of cash. For an agency, more like utilisation, revenue per head, and lock-up days. Three numbers, set to your model, reviewed every Friday. Not a thirty-metric dashboard nobody opens.
3
A 12-month budget
Hiring tied to revenue: the next two engineers and the account executive costed against the run rate, or the next account director costed against the pipeline. Assumptions you can defend to a board or a bank. Updated monthly so it stays useful, not a one-off PDF.
4
A one-page board readout you want to read
Revenue, margin, cash, KPIs, headcount. The single page you would hand an investor, a bank, or yourself in twelve months. One page. No eighty-slide pageantry.
5
Headcount & Capacity Planning
Maps your hiring plan to revenue, cash, and output. For a SaaS team that is the next two engineers against ARR. For an agency it is whether the pipeline actually supports the next senior hire.
6
Margin & Pricing
Gross margin where it actually lives: by plan and cohort for SaaS, by client and by project for an agency. Pricing 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 Pyrmont owners past instinct, short of a CFO.

Three profiles where the 90-Day Number consistently lands in this corridor.

The SaaS or software founder.

You have crossed $2M and the line keeps going up. You are hiring engineers and account executives on instinct and a healthy bank balance.

The P&L is for the accountant. What you do not have is a forward view: how many months of cash sit behind the next two hires, what churn is doing to the run rate, whether margin holds as you scale. You've crossed $2M. The books are clean, but nobody owns the budget or the forward view. Your finance person is part-time, junior, or you.

The agency or studio owner.

You run a media, creative, or digital agency, the kind clustered along Harris Street. The work is good and the clients are real. The problem is cash.

An agency billing $3M to $6M across project and retainer work is usually profitable on paper and tight in the bank, because project milestones and payroll never land in the same week and debtor days stretch past sixty. You need the 13-week cashflow tied to the pipeline, so you can see the next quarter of cash before you sign the next role.

The professionalising group.

You are running a couple of entities or a group scaling past $5M, on a capable office manager or bookkeeper and your own instinct.

Strong on delivery, light on the forward numbers. Ready to stop guessing on hiring, pricing, and cash, without the theatre of a Big 4 retainer or a permanent finance salary on the books.
why owners pick this

Why Pyrmont owners 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 along this corridor 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. All three are fine.
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 the discovery call". You scope your own sprints to the day. We hold our own work to the same test. If a CFO cannot fix their own price, they cannot fix yours.
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, the way you already run your own team.
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. You have sat through enough decks.
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're trying to work out.

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 Pyrmont tech and SaaS businesses?
Yes, they are a core part of the work here. The corridor from Jones Bay Wharf through Harris Street is dense with software and SaaS teams between $2M and $15M. The common gap is the same: clean books, growing revenue, and no forward view of cash, margin, or hiring. That is exactly the layer a virtual CFO builds.
We are a media or creative agency on Harris Street. Is this built for us?
It is. Agencies are the second cluster we see most in Pyrmont. The recurring issue is cash, not profit: project billing and payroll fall out of sync and debtors stretch. The 13-week cashflow ties to your pipeline so you can see the next quarter before you commit to the next hire or the next office.
What does $17,850 +GST buy a Pyrmont 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. No hourly meter, no extras.
How is this different from my accountant in the CBD?
Your accountant handles the backward view: tax, structuring, compliance, 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.
Do you meet in person around Pyrmont, or is it remote?
Both. We can meet in person around Pyrmont and the CBD for the kickoff and key sessions, and run the weekly cash and KPI reviews remotely. Most of the work between calls is async. The point is the rhythm, not the commute.
We run on MRR. What do the three KPIs look like for a SaaS business?
Usually net new MRR, gross margin, and months of cash, though we set them to your model in week one. The test is simple: three numbers that actually move revenue, margin, or cash, reviewed every Friday, not a thirty-metric dashboard.
Our revenue is lumpy because we are project-based. Can a 13-week cashflow handle that?
That is the case it is built for. Project and retainer revenue landing at different times is the core reason agencies feel tight despite being profitable. The 13-week model maps milestones, invoices, and debtor timing against payroll and supplier runs, so you see the squeeze weeks before it arrives.
We have outgrown the bookkeeper but cannot justify a finance hire yet. Is this the in-between step?
Yes, that is the exact gap the 90-Day Number fills. 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.
We run a couple of entities across the group. Does the budget cover that?
Yes. We build the budget and cashflow at the level you actually run the business, which for a group usually means a consolidated view plus the entities that matter. We confirm the structure in week one so the model matches how you make decisions, not just how the accounts are filed.
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. The engagement is built to stand on its own.
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. The whole point is that you decide what is next, not a contract.
We might raise in the next year. Does the 90-Day Number help with that?
Indirectly, and that is deliberate. The engagement gets your operating numbers in order: the budget, the cashflow, and a board readout a bank or investor can actually read. If you reach a point where you need 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.
Pitt Street, Sydney
Chartered Accountants Australia & New Zealand Member
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