Jason Quinn

Proud moment for our team at Robyn Consulting Group (RCG Financial), we’ve officially launched our newest white paper, a strategic roadmap for exit-minded SaaS founders and CEOs. This guide is the result of months of research, financial analysis, and insight gathering. Huge thank you to our RCG team for the diligence and expertise poured into this project — and to our clients and community who participated in our founder survey and shared their real-world experiences on scaling and exit readiness. Inside the guide, we uncover the four key metrics private equity firms scrutinize — and how you can optimize each one to position your company for a 10x valuation multiple. 👉 Get your copy here: https://lnkd.in/eyhz83kk

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The quiet reason fractional CFO work often disappoints is rooted in differing expectations. Many fractional CFO engagements lose momentum—not due to talent or a lack of commitment from the business, but because stakeholders enter with varying assumptions about the role. Companies often believe a CFO's primary value lies in tidier financials, such as: - Organized books - Polished dashboards - Cleaner historical data - Sharper monthly reports While these elements are useful, they are not transformative. When the focus is on fixing the past, the CFO often becomes an extension of the accounting team, engaged in untangling entries and rebuilding models to make imperfect data work. This is important work, but it is not strategic. A CFO's real impact is seen in the decisions leadership makes about the future. Key questions include: - What’s the smartest place to deploy capital? - How much volatility can we absorb? - What scenarios threaten our runway? - Are we scaling profitably or just scaling activity? Fractional CFO relationships that truly succeed share a common trait: a solid foundation. Accounting owns accuracy, while finance owns direction. When these lanes are clear, the CFO is not stuck repairing yesterday; they are helping to design tomorrow.

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CFOs know compensation is their largest expense. A common mistake is treating it only as a cost. In my piece for CFO Dive, I explained why comp is one of the few levers we can actively control in a volatile economy. When managed strategically, it drives performance, retention, and competitive strength — and ultimately positions the business to scale.  https://lnkd.in/et2sZdRQ

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Before you push for rapid growth, make sure your systems are ready. If your business isn't optimized, small inefficiencies can become big, expensive problems as you scale. Even something as simple as shortening your cash flow cycle by seven days can free up a significant amount of working capital. Growth is exciting—but smart, strategic growth is what builds lasting success. #Abunden #BusinessGrowth #CFO #FinancialManagement #CashFlow

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The Accordion team has put together a beautifully designed survey that belies a really ugly disconnect between PE expectations and CFO execution. 98% of PE sponsors have *ahem* asked their CFOs to prioritize the use of AI in the finance function - with only 4% of CFOs reporting that they've managed to implement AI broadly. That's a pretty sizable delta. Reasons are myriad, but in the end PE and investors in general hold both carrot and stick. https://lnkd.in/egefv2Dr

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