A better way
to a good exit.
Numbers that are ready every month, on the company's own terms, so a sale draws on work that is already done.
Every founder-led company steered on real numbers, and every sale prepared on the seller's own numbers
Month after month, the leadership team acts on figures that trace back to the accounts. When a buyer arrives, the adjustments, the working capital and the data room already exist.
What makes steering and selling a company hard, and how CFO Foundry answers it
Steering
Good Numbers Arrive Late
Reports arrive weeks after month end, assembled by hand.
The monthly report is ready as soon as the month's books are closed, built directly from the files your accounting, HR, time tracking and CRM already export.
Two Versions of Every Figure
The report says one thing, the spreadsheet another, and the meeting is spent finding out why.
Page, card and workbook read one calculation, so a figure is the same everywhere.
No Forward View of Cash
The bank balance shows today's position.
A 26-week cash forecast down to each client and supplier, from the open items, the loans and the costs.
Margins by Department Unknown
Revenue and headcount are on record; each department's contribution remains an estimate.
Departments with their contribution, capacity rate and break-even rate per billed hour.
Board and Bank Reports Rebuilt by Hand
Every meeting and every lender asks for the same numbers in a different shape.
Stakeholder views and Excel workbooks are generated from the same figures each month.
Data Scattered Across Systems
Accounting, hours, headcount and pipeline in separate files, and no data room.
Each system's exports are mapped once, and the data room fills with every monthly build.
Selling
A Long Process
Months of preparation, with the numbers rebuilt late and under pressure.
The monthly pack and the data room are built from day one, so preparation becomes the monthly routine.
A Deal That Drags Down the Business
While management is buried in data requests, due diligence questions and rebuilt numbers, steering slips, and results drop exactly when the buyer is watching.
The numbers and the data room come from the monthly routine, so management keeps running the company through the deal.
A Difficult Due Diligence
Questions that take days to answer, and figures that do not reconcile.
Every figure traces back to the account it came from.
Disagreements in the Deal
Price arguments after the multiple is agreed: the working-capital peg, net debt, debt-like items, adjustments.
The peg and the net debt bridge are calculated before the buyer does it, and adjusted EBITDA is worked with documented add-backs.
Expensive Outside Consultants
Advisers paid to reconstruct what a well-run company should already have.
The numbers, the adjustments and the data room are already in the company's hands when the advisers start.
A Buyer's Model the Seller Has Never Seen
Leverage and debt capacity are modelled on the other side of the table.
The Buyer View shows net debt to EBITDA at entry and through the hold, as a buyer will model it.
Syrous founded CFO Foundry after steering a services company and selling it.
He started out in 2001 with a digital studio of his own. In 2007 he co-founded Parkside, a custom software engineering and digital services company, and ran it for seventeen years as it grew to more than 100 people with offices in Austria, Portugal and Switzerland. As Managing Partner and Group CFO he was responsible for its numbers.
In 2024 the company was sold to a UK private equity buyer. He led the financial workstream of the sale.
Why he created it
The sell-side process, the due diligence and the work with Big Four advisers showed him how late, how expensive and how hard it is for a seller to prove numbers that could have been ready all along.
CFO Foundry is his answer: a good outcome that is easier and cheaper for the seller to reach.
“For over 20 years I ran services companies, and in the end I sold one. The hardest part was having numbers that steered the company every month and still held up when a buyer took them apart. I built CFO Foundry so that founder-led companies have both, well before anyone asks.”
Syrous Abtine, Founder of CFO Foundry
What that experience brings to the product
- What a buyer asks, from sitting across the table in a sale
- Steering a services company on utilisation, margins and cash
- Several entities and currencies brought into one set of numbers
- The numbers, the adjustments and the data room prepared for diligence
The road ahead
Where it stands in October 2026: what is done, what is being built, and what is still an open question.
It starts with a conversation
It covers the entities, the accounting systems and what you need to see, and shows whether CFO Foundry fits.
Get in Touch