No two companies have the same financial challenges, so no engagement looks the same. We start by understanding where you are, where you want to go, and where things are actually falling short.
You’re the only one who truly understands the numbers
The bookkeeper records the numbers, but doesn’t challenge them
You’re facing decisions where the numbers need to hold up under scrutiny
You have 11–50 employees and a subscription-based business model
You don’t (yet) need a full-time CFO
You’re facing growth decisions that need more than gut feeling
If several of these sound familiar, you’re probably at the point where the finance function needs more than founder + bookkeeper.
The structure of the process is the same, but the content is built from what we find at your company.
What we actually work on in phase 3 comes directly from what the analysis shows in phase 2.
What happens: We go deep on your company: where you are, where you’re heading, and where the financial structure actually starts to fall short. We don’t guess. We ask.
What you experience: 2–3 sessions with you and the relevant key people. We walk through your actual setup: data, processes, KPI definitions, reporting, and decision flow.
What you walk away with: A concrete baseline analysis of your company. Not an industry generalization, but a clear picture of where the setup supports growth, and where it doesn’t.
What happens: Based on the mapping, we identify where the finance function falls short the most, and where the effort creates the biggest impact first. This is where it becomes clear that no two companies have the same needs.
What you experience: We present our findings and a concrete proposal for the work plan. Together we adjust it to fit your pace, capacity, and reality.
What you walk away with: A prioritized work plan, tailored to your company. Not a standard template, but a direction built on your actual situation.
What happens: We build the structure your company is actually missing: KPI definitions, forecast, reporting, the monthly cycle, and a basis for decisions. What we build, and in what order, comes directly from the analysis. Not as a presentation, but as part of how you actually work.
What you experience: Hands-on building together with your team. We don’t just build the solution for you. We bring you along, so the structure still works after the engagement ends.
What you walk away with: A finance function built for your company, one that can run without you.
What happens: We hand the structure over to the bookkeeper, team, and management: documentation, training, role clarity, and set routines. All tailored to your setup.
What you experience: A controlled transition, where responsibility gradually moves away from you and the structure is taken over by your permanent team.
What you walk away with: A company where finance no longer depends on one person, and where you’re no longer the bottleneck.
The list below shows deliverables we often build into our engagements, but every engagement is adapted to your specific situation.
What you walk away with comes directly from what the mapping showed you need.
Some companies already have a bookkeeper. Others need us to take over bookkeeping for a period. What matters isn’t who does the work. What matters is that the finance function works and supports the business.
Some companies need help establishing the finance function. Others need us to run parts of it for a period. Both can be the right solution.
We often act as the company’s CFO. Not because the goal is an external CFO. But because the company needs the experience until the organization can carry it itself.
A company with B2C sales across the EU reached out because they were missing a bookkeeper. VAT was causing trouble, cash flow was hard to track, and their auditor spent hours fixing errors no one could explain.
It started as a routine bookkeeping handover, but when the fixes didn’t hold, we traced the data back through the systems and found the cause: their automated EU sales were feeding the wrong data into the VAT reporting. An error that had been running on its own for a year and a half.
We stopped the damage with manual controls, found and implemented a new solution, and tightened the processes so the company wouldn’t keep building on a faulty foundation. The whole engagement took about four months.
The solution is still running today.
In smaller companies, challenges come up all the time. A lot of balls are in the air, and focus shifts quickly. That's why it's rarely enough to just send questions or recommendations by email and wait for a reply. Regular meetings create momentum and make it possible to settle details along the way, details that would otherwise risk being forgotten in a busy week.
— Lone Klank
It depends on the analysis and the complexity of your setup. We give you a real estimate after the mapping, not a guess upfront.
It depends on scope and complexity. We always set a fixed price for the whole engagement, so you pay for the outcome, not for time. We talk it through at an initial meeting.
A bookkeeper records what has happened. We build the structure that turns those records into a basis for decisions. The two are complementary, not competing.
A fractional CFO runs a finance function on an hourly basis, ongoing. We build the function so you can run it yourselves. If you later need ongoing CFO sparring, you have a solid foundation to do it from.
If you have fewer than 10 employees and under DKK 5 million in revenue, it’s usually too early. Bookkeeper + founder can still cover the need. We’ll say so openly if that’s the case.
It’s rarely too late, but the closer you are to a due diligence or funding round, the less time we have to build properly. Ideally, we give ourselves 6–12 months before a critical milestone.
30 minutes. No preparation. An honest answer.
