Secrets of Rockstar CFOs with Consero and Jack McCullough

In this video, Bridget Howard interviews Jack McCullough, 25x CFO and Founder of the CFO Leadership Council. Based upon conversations with elite CFOs, from Silicon Valley startups to Fortune 500 multinationals, in this Book Jack McCullough describes their key common traits regardless of their individual paths and journeys. You’ll learn the practices that make world-class CFOs, and how these people have become leaders in finance, strategy and operations. What Are The Secrets?
  • Think Strategically
  • Provide Ethical Leadership
  • Master Deal-Making
  • Build Elite Teams
  • Learn Continuously
  • Develop Board Relationships
  • Perform Cross-Functionally
  • Maintain Financial Expertise
  • Achieve Work/Life Balance
To learn more about how you can accelerate as a CFO, visit us at: https://conseroglobal.com/
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Why Emerging Hedge Fund Managers Are Turning to Outsourcing

As the hedge fund industry grows and evolves, the fortunes of emerging managers are coming into sharper focus. While many larger funds have weathered the recent storms, start-up funds and emerging fund managers face a growing number of hurdles.

A new Insight Report from Hedgeweek, The Next Generation: How emerging managers are adapting to the new hedge fund landscape, examines how emerging hedge fund managers have fared in this environment. One of the most prominent findings in the report is the desire of these managers to outsource non-core functions of the business, such as finance & accounting and HR support, in order to free up more time to focus on alpha generation.

Outsourcing Back-Office F&A Administrative Functions

One-third of emerging hedge fund managers said they plan to outsource more of their administrative and F&A operational functions in the future, according to the report, while none of the managers said they plan to outsource less. This is almost double the industry average (17%) of hedge fund managers who plan to outsource in the future.

In the report, some managers said that the shift to remote work caused by the pandemic demonstrated that certain activities no longer have to be performed under one roof. This helped further accelerate the outsourcing trend. As one respondent put it, “We had 10 years of digitization within one year.”

Another respondent attributed the trend partly to the pandemic, along with other factors such as the changing landscape, the importance of cybersecurity and the “importance of information technology in running a modern business.”

In Search of Specialized Expertise

According to the report, cost-squeezed emerging hedge fund managers are now willing to outsource more of their business functions to third-party service providers, like Consero, that can offer specialized expertise across a variety of areas including technology, finance & accounting administration, HR support and payroll functions. Meanwhile, they are keeping core competencies like portfolio management and trading activities in-house.

Outsourcing has helped ensure that emerging managers are better able to focus on alpha generation so far this year. This, in turn, is helping them build a track record that investors are willing to commit to in the increasingly volatile market environment we now face.

The report noted that the expansion of outsourced services is bringing a degree of comfort to newer hedge funds. This is especially true for quantitative-focused managers who face particularly acute administrative and technology challenges.

Outsourcing Finance and Accounting Functions

Finance & accounting, human resource management and payroll administration are examples back-office administrative areas where it often makes sense for emerging hedge fund managers to outsource. A third-party service provider can handle all of a fund’s finance & accounting functions along with administrative functions on an outsourced basis, freeing up the fund manager to spend more time focusing on alpha generation.

These services are sometimes referred to as Finance as a Service, or FaaS. FaaS goes beyond outsourced accounting to include a full suite of staff, services and software that’s capable of managing a fund’s entire finance and accounting operations. In other words, FaaS is a one-stop F&A and administrative services shop.

FaaS features flexible and transparent pricing, which makes it easy to forecast costs as the fund’s needs change in the future. This means that a FaaS provider charges based on the service offered, not by the hour or based on the level of staff assigned to the fund. As a result, hedge funds know exactly what they’re paying for and how their costs will rise or fall as they scale up or down.

Consero: The FaaS Specialists

Consero offers Finance as a Service to emerging hedge fund managers, PE/VC firms and their portfolio companies. If you would like to discuss the potential benefits of FaaS for your fund, please request a complimentary consultation

Driving Change Through Finance & Accounting What Issues Are CFOs Grappling with Today?

A company’s need for an optimized and rigorous finance and accounting (F&A) function becomes critical after it closes an investment from private equity and venture capital institutional investors. 

Institutional investors immediately expect finance and accounting to serve as a value driver for the business by providing clean data and KPIs, along with strategic direction to the CEO, board and investors. Functional and technical skillsets and the ability to deliver timely and accurate financials are just table stakes.

Consero recently surveyed 100 CFOs of institutionally backed companies in the technology and business services industries to find out what issues CFOs are currently grappling with. More specifically, we wanted to learn what the optimal state, size and organizational structure are for the finance and accounting function as a business scales.

The survey also explored whether CFOs should consider investing at different inflection points as a business scales, as well as hidden costs and spending time on value-driving activities. In addition, the survey inquired about the expectations of CFOs in working with institutional investors and the board of directors and how partners with ready-made solutions can offer support at the most critical time in a company’s growth.

Following is a recap of the survey results broken down by the three main survey categories.

The Ideal State

With a short hold period, institutional investors have little time or patience to build an optimized F&A function from scratch or to curate a collection of talent. PE-backed companies need to know if they’re going in the right direction and be able to quickly change course if they’re not. Therefore, we asked the CFOs in our survey what are the most important F&A functions for optimal performance and growth. Here are their replies:

Functional skillsets of the team 20%

Ability to deliver timely and accurate financials 20%

Ability to deliver KPIs 17%

While CFOs stated that the emphasis on F&A hires should be on functional skillsets, they believe the emphasis on the CFO role should be on strategic planning. The survey respondents said that 53% of their time should be spent on strategic planning activities while 47% of their time should be spent on day-to-day operations.

The major consequences of a poorly run F&A function are an inability to make strategic investments and accounts payable/accounts receivable delays. Both were listed by 44% of the respondents.

Benchmarking the Back Office

One of the first things investors evaluate as part of their due diligence process is the cost and effectiveness of a company’s back office. Those CFOs that have previously run the investor gantlet warn of relentless pressure to optimize costs to free up dollars that can be allocated to top-line revenue generating efforts across sales and marketing.

Investors first look to overhead and fixed costs — this makes getting their own house in order critical for CFOs. Most survey respondents said that F&A spend should be less than 10% of company revenue. And three-quarters advise having fewer than 10 F&A FTEs at companies with $10 million or less in annual revenue. Even that finding belies the ideal efficiency that investors demand, given that recent data from Robert Half’s “Benchmarking Accounting & Finance Functions” report indicates businesses with less than $25M in revenue need only 3 F&A employees. 

The need to wring more functionality out of fewer employees necessitates an alternative approach. One solution is Finance-as-a-Service (FaaS), which can help reduce costs, increase efficiency and mitigate the risks to business continuity of the finance function. FaaS prepares businesses to scale and can be especially beneficial when you consider that 67% of the survey respondents said that as a company’s revenue grows, the percentage of revenue ration should decrease or stay the same. 

Hidden Costs and Risks

PE-backed CFOs need to watch out for hidden costs in terms of both expenses and time. It’s often assumed that companies on a growth trajectory will either be operating on an enterprise-grade solution or have the funds to upgrade as they grow beyond the small or mid-sized F&A software they were accustomed to. But this process is costly and time-consuming.

Nearly nine out of 10 (88%) survey respondents said they underestimated the time it would take for a full financial transformation that includes fully implementing an enterprise-grade ERP and the necessary software stack. This includes 62% who significantly underestimated the overall effort or underestimated by more than a little.

The true impact of this isn’t just late nights and a timeline far longer than many CFOs anticipated. The time and effort spent focusing on basic components like documenting workflows and processes is time not spent on the company’s most important strategic growth initiatives. This represents a worst-of-both-worlds scenario — incurring the risks of a suboptimal F&A organization while also spending an unrecoverable currency: the CFO’s time.

The CFOs in the survey agreed that most of their time should be spent on strategic planning. However, they estimated that they spend an average of 13 hours per week recruiting, assessing and hiring talent. This adds up to one-third of a standard workweek, or six full days every month.

The CFO as a Strategic Partner

Receiving an infusion of capital from private equity backing puts the F&A team squarely in the spotlight since it is tasked with meeting elevated expectations at an accelerated pace. The CFO is expected to deliver timely and accurate financials and produce clear KPIs while developing a forward-looking growth plan. This places a greater emphasis on the CFO’s role as a strategic partner to the CEO and board.

Fortunately, there are solutions to empower CFOs during this high-wire act. For example, FaaS will set up the F&A team for success while positioning CFOs to be the strategic leaders investors and CEOs expect them to be.

Consero can help you build an optimized F&A team using FaaS so you stay focused on strategic planning and other growth initiatives. Contact us by requesting a complimentary consultation to discuss your situation in more detail.

How Venture-Backed Companies Can Remain Funding Ready

An e-book exploring the differences between private equity and venture capital along with steps VC-backed firms can take to be funding ready at all times.

Most start-up businesses need capital in order to grow

Capital comes in two main forms: debt and equity. Debt is money that’s borrowed from a lender or raised from a bond issuance that must be repaid with interest. Meanwhile, there are two different kinds of equity: private equity (PE) and venture capital (VC).

PE and VC investors have different objectives. Private equity investors want to invest in businesses that are profitable, while venture capital investors want to invest in businesses that are going to grow. There’s a big difference between the two.

“But doesn’t every business want to be profitable?” you might be thinking? Yes, but profitability isn’t always the main objective, especially during the early stages of a startup company.

Technology giants like Amazon and Google are good examples of companies that operated at a loss for years so they could invest all of their cash back into the business in order to grow.

These companies and their investors were taking the long view: They weren’t worried about becoming profitable right out of the gate. Instead,they wanted to grow as much and as fast as possible so they could eventually dominate their industries. They knew that if they could become the dominant online retailer and search engine, profits would soon follow. Of course, this strategy worked well for both of them.

Also, market capitalization — which is a main focus for VC investors — is calculated as a multiple of revenue, not earnings. So, the faster a company grows, the higher its sales and market cap will be.

Stages of Venture Capital Financing

Venture capital is usually raised in stages because successful growth companies always need more money to keep growing. Think of it like pouring gasoline on a fire: The more capital a business has, the more salespeople it can hire and the more it can invest in technology, research and development, and new product development to spur growth.

The first stage is called the pre-seed stage

Here, there may not even be a real business yet — it might just still be an idea or concept in an entrepreneur’s mind. Funding at this stage usually comes mainly from family and friends or out of an entrepreneur’s own pocket, not from venture capital investors.

The next stage, or the seed stage, is the first stage where venture capitalists might cet involved. There still might not be a lot of revenue but there’s strong evidence that the seeds of a successful business

have been planted. Real (not prototype) products and services are being delivered to the marketplace and a management team is in place that’s capable of executing the business plan.

The next stage of funding is called Series A

At this stage, VC investors want to see a real, Operating business with repeatable sales and marketing processes that can acquire customers on a consistent basis. The business should be utilizing financial modeling and long-range planning and have adequate internal controls, along with a fundraising project plan and investor presentation.

Series B, Series C and so forth

The subsequent funding stages after Series are called B, C, Venture capital investors will have specific expectations at each funding stage.

How CFOs Can Better Manage Key Relationships

Consero’s COO and CFO Mike Dansby recently served as the moderator for a panel hosted by The CFO Leadership Council’s Austin Chapter. Members of the panel — which discussed Best Practices for CFOs in Managing Key Relationships — included Dominica McGinnis, CEO and Executive Coach with BridgeField Group; John Berkowitz, Founder and CEO of Ojo Labs; and Tiffany Kosch, Managing Partner with CenterGate Capital.

The following is a recap of some of the highlights of the panel discussion.

The CEO-CFO Relationship

John Berkowitz started things off by pointing out that the CEO and the CFO are a duo so they should complement and augment each other. They might have very different personalities and styles — one might be more financially conservative while one is more aggressive, for example — but that’s OK. “Strong communication between them will lead to success,” said Berkowitz.

“Sometimes people will say, “This is what the CEO should do, or this is what the CFO should do,” said Berkowitz. “But this assumes that every CEO and CFO are the same — which, of course, they’re not.”

Dominica McGinnis added that while people often say that the CFO and CEO should strive to develop a strong relationship, they often don’t know how to do this. “CFOs and CEOs should try to get to know and understand each other not just professionally, but also personally,” she said. “They should know that they’re on each other’s side and are there to help each other succeed.”

A good CFO-CEO relationship often comes down to managing expectations and building trust. “They both have to be credible and reliable and selfless,” said McGinnis. She used a marriage analogy in describing the CFO-CEO relationship: “Sometimes it seems like CFOs are from Venus and CEOs are from Mars, so try to align around a common language and approach.”

“Figure out where you are in the relationship,” McGinnis added. “Have you experienced anything difficult together yet? If not, it can be hard to build trust.”

CFO Relationships with Board Members

Relationships between CFOs and board members can be some of the most vexing of all. “It’s an interesting dynamic,” said Tiffany, who called this a “three-headed dog: the CFO, CEO and board members.”

Berkowitz has an eight-member board for his company, Ojo Labs. “My CFO and I meet with each board member individually before the board meeting because they all have different opinions and view the business differently,” he said. 

CFO Relationships with Bankers

The banker relationship is obviously one of the most important relationships CFOs have. Berkowitz encouraged CFOs to put themselves in their banker’s shoes and think about what their banker needs from them to help their business succeed. “This way, when you need support, your banker will know you and your business and be ready to help.”

McGinnis stressed the importance of building a relationship with your banker before you need help. Dax Williamson, Managing Director of Silicon Valley Bank who attended the panel discussion, concurred: “I get several ‘ace in the hole’ cards every year to use with customers. I always use them with customers who have taken the time to build a strong relationship with me, not ones who show up once a year to renew their credit facility.”

Dax also stressed the importance of being transparent with your banker. “As bankers, we can always deal with bad news, but bad news deferred is never good,” he said. “If you have bad news about your business, share it with your banker immediately. Waiting is never a good idea.”

CFOs should view their bank as more than just a vendor. “There’s a big difference between a banker as a vendor and a partner,” said McGinnis. Dax added, “If you just look at us as your vendor and go for the cheapest source of capital, you’ll get what you pay for.”

Tiffany points out that private equity firms have long-term relationships with bankers, but the CFOs she works with might just be working with them on one deal. “So we start with what we call a ‘have a beer chat’ between the CFO and the banker so they can get to know each other.”

General CFO Relationship Management Advice

The panelists offered the following general tips for CFO relationship management:

Dominica McGinnis: “A CFO can be a bridge builder since you have interactions with so many people. Strive to be a trusted advisor both within your organization and with key stakeholders on the outside.”

John Berkowitz: “As the CFO, don’t limit yourself to just one role, like being ‘the cost cutting person.’ View yourself more dynamically.”

Dominica McGinnis: “Managing staff can be a big transition for new CFOs. It doesn’t matter what your title is: If you’re directing others, you’re a leader.”

Contact Consero Global to Learn More

If you would like more guidance on managing key CFO relationships, this article may be helpful. You can also request a complimentary consultation from Consero. 

Planning a Successful Exit: 8 Steps to Remain Funding Ready (Part II)

In our last article we explained the differences between private equity and venture capital, along with the various stages of venture capital financing. In this article, we discuss the importance of remaining funding ready and how to accomplish this.

Venture capital companies have an insatiable appetite for cash. It takes capital to invest in the technology, R&D, new product development and staff needed to fund ongoing growth.

This capital is usually raised in stages, starting with the pre-seed and seed stages then progressing through Series A, Series B and onward for as long as capital is needed. Unfortunately, four out of five companies that receive pre-seed and seed funding never make it to Series A. And nine out of 10 companies that receive pre-seed and seed funding don’t achieve a successful exit.

Prepare for Financial Due Diligence and Auditing

The key to making it to the next funding stage is remaining funding ready at all times. This starts with preparing for financial due diligence and auditing during the pre-seed and seed stages. These steps typically include the following:

  • Gather formation documents (e.g., articles of incorporation, bylaws, shareholder agreements).
  • Identify and build relationships with professional services providers (e.g., CPA, banker, attorney, insurance broker).
  • Prepare revenue and gross profits by product offering.
  • Obtain audited financial statements for the last two (private company buyer) or three (public company buyer) years.
  • Consult with an audit firm about complex accounting requirements (e.g., revenue recognition, leases, stock options, convertible debt).

It’s also critical to adopt financial best practices during the pre-seed and seed funding stages. This starts with building a top-notch financial and accounting system with well-organized financial files. Your system should include monthly reporting and establish strong internal controls over financial reporting while accommodating corporate tax requirements and deadlines. Also invest in an appropriate enterprise resource planning (ERP) system for your needs.

8 Steps to Remain Funding Ready

Here are eight more steps you can take to remain funding ready at all times:

  1. Implement accurate budgeting and forecasting. These provide the foundation for successful financial management. Investors want to compare current and previous periods so budgets and sales forecasts should be prepared on a monthly, quarterly and annual basis. There should also be common definitions of finance functions across the various time periods.
  2. Establish sound collection practices. This is especially critical for early-stage venture-backed companies. Statistically speaking, the longer invoices go uncollected, the less like they are to ever be converted to cash. Therefore, early-stage companies should implement policies and procedures designed to ensure prompt collection of accounts receivable.
  3. Utilize financial metrics, benchmarking and data analytics. Sometimes referred to as key performance indicators, or KPIs, these are quantifiable statistics that help define and measure progress toward key business objectives and other critical success factors. Common financial metrics include debt-to-equity, accounts receivable (AR) and accounts payable (AP) days, days sales outstanding (DSO) and inventory turnover.

These metrics should be benchmarked to previous time periods (e.g., the last month or quarter) or industry standards to spot trends and help reveal potential problems while you can still address them. RMA’s Annual Statement Studies is a good source for industry-specific financial metrics.

  1. Incorporate cash flow management. Startups can burn through cash quickly, making cash flow management critical. The key is to decide which expenses are essential and will lead to increased market share and growth and which expenses are wasteful. Devise monthly cash flow plans to make sure your business remains liquid at all times.
  2. Create a formal sales compensation structure. Sales is the main engine that will drive growth, so your sales comp plan needs to be structured and formalized no later than the Series B funding stage. Most sales comp plans today include a base salary plus benefits in addition to commissions and bonuses to incent and reward top salespeople for high performance.
  3. Create a fundraising project plan and investor presentation. At each funding stage, investors will want to see how you plan to raise enough capital to carry the company through to the next stage. Prepare a formal presentation with these details that you can share with investors during your “pitch” meetings.
  4. Use GAAP accounting and revenue recognition. Series A and Series B investors will expect to see financial statements prepared in accordance with generally accepted accounting principals, or GAAP. At this stage, GAAP reporting should be timely and accurate.
  5. Prepare for potential international expansion. Depending on your products/services and your industry, Series B and Series C investors may inquire about how your company can tap growth opportunities overseas. So, prepare an international expansion plan that details these opportunities, along with the potential risks and costs of overseas expansion and any statutory international compliance requirements.

Using FaaS to Build an Optimized Finance and Accounting Team

Venture-based startups can build an internal finance and accounting team or outsource this function. Outsourcing using Finance as a Service (FaaS) tends to be far more effective for the majority of pre-seed and seed companies.

Building an optimized finance and accounting team in-house typically takes from 9 to 18 months, but an outsourced FaaS approach can accomplish this in as little as 30 to 90 days at a fraction of the cost. With this approach, you only pay for the finance and accounting functions you need, when you need them. 

Consero can help you build an optimized finance and accounting team using FaaS so you remain funding ready at each stage. Request your complimentary consultation today. 

Planning a Successful Exit: Understanding the Various Stages of Venture Capital Financing (Part I)

Like kindling to a campfire, most startup businesses need capital in order to grow. This capital comes in two main forms: debt and equity. Debt is self-explanatory: This is money that’s borrowed from a lender or raised from a bond issuance that must be repaid with interest. 

Meanwhile, there are two different kinds of equity: private equity (PE) and venture capital (VC). There are important differences between them that you should understand before seeking equity financing for your company.

VCs Invest in Growth Companies

To understand these differences, you must first understand the different objectives of PE and VC investors. In short, private equity investors want to invest in businesses that are profitable, while venture capital investors want to invest in businesses that are going to grow. There’s a big difference between the two.

Right now you might be thinking: “But doesn’t every business want to be profitable?” Yes, but profitability isn’t always the main objective, especially during the early stages of a startup company. Technology giants like Amazon and Google are good examples of companies that operated at a loss for years so they could invest all of their cash back into the business in order to grow. 

These companies and their investors were taking the long view: They weren’t worried about becoming profitable right out of the gate. Instead, they wanted to grow as much and as fast as possible so they could eventually dominate their industries. They knew that if they could become the dominant online retailer and search engine, profits would soon follow. Of course, this strategy worked well for both of them.

Also, market capitalization — which is a main focus for VC investors — is calculated as a multiple of revenue, not earnings. So, the faster a company grows, the higher its sales and market cap will be.

Stages of VC Financing

Venture capital is usually raised in stages because successful growth companies always need more money in order to keep growing. Think of it like pouring gasoline on a fire: The more capital a business has, the more salespeople it can hire and the more it can invest in technology, research and development, and new product development to spur growth.

Pre-seed Stage:

The first stage is called the pre-seed stage. Here, there may not even be a real business yet — it might just still be an idea or concept in an entrepreneur’s mind. Funding at this stage usually comes mainly from family and friends or out of an entrepreneur’s own pocket, not from venture capital investors. 

Seed Stage:

The next stage, or the seed stage, is the first stage where venture capitalists might get involved. There still might not be a lot of revenue but there’s strong evidence that the seeds of a successful business have been planted. Real (not prototype) products and services are being delivered to the marketplace and a management team is in place that’s capable of executing the business plan.

Series A Stage:

The next stage of funding is called Series A. At this stage, VC investors want to see a real, operating business with repeatable sales and marketing processes that can acquire customers on a consistent basis. The business should be utilizing financial modeling and long-range planning and have adequate internal controls, along with a fundraising project plan and investor presentation

Series B, C and Beyond:

Subsequent funding stages after Series A are called Series B, Series C and so forth for as long as the business needs to raise capital. Venture capital investors will have specific expectations at each funding stage.

Always Be Funding Ready

The biggest thing to keep in mind when it comes to venture capital financing is the importance of being funding ready at all times. Remember that as long as you intend to keep growing, you will always need more capital — so you should always be ready to proceed to the next stage of funding.

Unfortunately, four out of five companies that receive pre-seed and seed funding never make it to Series A. And nine out of 10 companies that receive pre-seed and seed funding don’t achieve a successful exit.

Building a strong finance and accounting team is critical to maintaining funding readiness This can be done internally or on an outsourced basis, which tends to be more common among pre-seed and seed startups.

Consero can help you build the finance and accounting team you need to stay funding ready throughout each financing stage. Contact us by requesting a complimentary consultation to discuss your situation in more detail.

Next article: Planning a Successful Exit: How Venture-Backed Companies Can Remain Funding ready at All Times (Part II)

Finance as a Service quickly builds a scalable finance function during a private equity carve out

Jared, CFO of Springbrook (acquired by Accel-KKR), shares his experience with an unsteady finance function, the challenging impact of a Carve-Out scenario on the finance & accounting function and how to overcome the void that is left.

Learn how Jared leveraged Consero’s Finance as a Service to reduce time spent on building a finance & accounting function and:

  • Quickly implement a scalable, cloud-based system with advanced functionality
  • Access a reliable and skilled finance team
  • Get automation to support contracts, project accounting and CRM integration
  • Develop workflows for AP, Collections, Expenses, and Cash forecasting
  •  Get support for upcoming acquisition
  • Offload transactional roles so he could focus on strategic initiatives

To learn more about how you can quickly build a scalable and efficient finance function, visit www.conseroglobal.com.

 

Cocktails and Consero: Client Discussion with CFO of Pelitas

Cocktails & Client Discussion: Donald McClure is the CFO of Pelitas, a private-equity backed software business. During this event, Donald shares his story of how he was able to stay focused on strategy and the 100-day plan vs. managing the finance function. Donald shares his experience with Consero’s Finance as a Service (FaaS) model, and describes the value and impact it’s had on the business.

CFO Client Discussion with Wes Edwards, CFO of Multi-Location Healthcare MSO (backed by Sverica)

Consero’s Finance as a Service enabled the newly hired CFO to focus on being a strategic partner to the CEO with confidence that the basic finance function would be handled properly. Watch the on-demand video (recorded Sept, 2021).

Top 3 takeaways:

  • CFOs can’t be a strategic partner to the CEO if they are stuck in the finance & accounting function
  • Passing an audit and closing the books in a timely fashion is essential when exploring capital markets
  • Building a finance function piece by piece will be more costly and result in a longer timeline because implementations always take longer than promised

You can also read the MedFirst case study and learn more about how the CFO was able to get an investor-grade financials and upgrade the finance function without having to build it from scratch.

Would you like a short introduction to Consero and learn about how your organization can benefit from Finance as a Service?

  • Connected Data
  • More Time on Strategic Initiatives
  • Audit & Due Diligence Ready
  • Process & Controls
  • Financial Visibilit
  • Poised for Growth

Schedule a 30-minute intro today: reserve your time here.