All cases are anonymised to protect client confidentiality. They illustrate the type of mandate, the challenges addressed, and the outcomes delivered.
High-growth B2B SaaS company · Munich · 18-month mandate
A fast-scaling SaaS business in the B2B software space had grown rapidly following its Series A but lacked the financial infrastructure to support a Series B raise and the subsequent exit process. The founding team had deep product expertise but no in-house CFO, and the finance function was running on spreadsheets. Investors were pushing for institutional-grade reporting and a credible financial narrative.
We took on the full CFO office function: rebuilt the financial model from the ground up, introduced a structured FP&A process, and established monthly board-ready reporting. For the Series B process, we prepared the investor data room, financial projections, and unit economics package — including MRR/ARR cohort analysis, LTV/CAC modelling, and a detailed 5-year plan. Post-funding, we shifted focus to operational efficiency tracking and began laying the groundwork for a potential exit. When a strategic acquirer emerged, we led the sell-side financial due diligence process, prepared the financial disclosure documentation, and managed all finance-related aspects of the closing process.
The Series B closed successfully. The business was acquired by a strategic buyer approximately 14 months later. The entire exit process from first contact to closing ran in under six months — a result of the clean, well-documented financial position we had built and maintained throughout the mandate.
Two adjacent digital businesses · Germany / DACH · 12-month mandate
A PE-backed digital services group initiated a merger with an adjacent business to expand its service portfolio and achieve scale in a consolidating market. While the strategic rationale was clear, the two entities operated on different ERP systems, had inconsistent chart-of-accounts structures, and produced management reports that were not comparable. Neither entity had a dedicated CFO. The integration had a tight timeline driven by investor expectations.
We were brought in to lead the financial aspects of the merger from due diligence through to post-merger integration. In the pre-closing phase, we ran a detailed financial due diligence on the target, produced a synergy model, and advised on deal structure and purchase price mechanics. After closing, we designed the combined group reporting structure, led the harmonisation of the two accounting environments, and established unified monthly reporting for the combined entity. We also prepared and presented the combined group's first board-level financial package to the PE investor within 90 days of closing.
Finance integration was completed in under six months — ahead of schedule. The combined entity had clean, unified reporting within one quarter of closing. Identified cost synergies exceeded the pre-merger estimates by approximately 15%, driven by process consolidation opportunities we surfaced during integration.
Digital services business · 120+ employees · Germany · 9-month mandate
A 120-person digital agency had grown quickly but lost cost discipline in the process. Revenue had plateaued while headcount had continued to grow, compressing margins to near zero. The business was drawing down on its credit facility to cover payroll. The shareholder group was divided on next steps, and the management team lacked the financial visibility to make confident decisions. There was a real risk of insolvency within a few months if no action was taken.
We entered the mandate within 48 hours of engagement and within the first week had produced a 13-week cash flow forecast, a current-state cost analysis, and a preliminary view on the structural issues. We took over direct banking and creditor communication, buying critical time while the restructuring plan was developed. Working closely with the management team, we redesigned the cost structure — identifying which service lines were profitable and which were value-destroying — and built a restructuring model that demonstrated a viable path to profitability. We then led the negotiations with the company's banking group to secure an extended and restructured credit facility, supported by a credible financial plan. Simultaneously, we rebuilt the finance function with the tools and processes needed to maintain visibility going forward.
The business avoided insolvency. Cash flow stabilised within the first quarter. The restructured credit facility provided the runway needed to implement the operational changes. The business returned to EBITDA-positive within nine months, and the finance function that had been essentially absent at the start of the mandate was fully operational by the end of it.