Unlocking Growth: Why Your Startup Needs a CFO for Success

If you’ve just closed your Seed or Series A, congratulations! That’s no small feat in today’s market. But before you take a deep breath, you should know this: for many startups, this could be the last round they raise for a while — or ever.

Funding timelines are getting longer. Series A rounds are taking over 2 years on average after Seed, and bridge funding isn’t a guarantee or affordable. Many founders don’t realize they’re in survival mode until it’s too late.

This round might be your only shot.

So how do you make it last? Whether you’re planning to raise again or aiming for profitability, here are six things founders need to prioritize post-Seed and post-Series A to ensure that capital doesn’t run out before momentum builds.

1. Accept That This Money Has to Stretch

The biggest mindset shift post-raise? Realizing the cheque you just closed might have to carry you through your entire runway and possibly longer than you expected.

Most founders assume they’ll raise again in 18–24 months. But in reality, timelines are stretching closer to 30 months. Plus, success rates for getting from Seed to Series A have dropped to just 17%. In other words: don’t count on raising again any time soon.

That means modeling your finances based on this being your last dollar in. If you hit your targets and can raise again on better terms, great. But if not, your business needs to be able to stand on its own, ideally moving toward break-even or profitability. The companies that survive long stretches between funding rounds aren’t necessarily the flashiest. But they are the most disciplined.

2. Spend on the People Who Drive Outcomes

Capital doesn’t go far when it’s spread too thin, especially if you’re hiring reactively. After a round, many founders make the mistake of staffing up too quickly or hiring before they’ve nailed product-market fit.

Instead, prioritize team members who directly drive growth, retention, or product delivery. Think: salespeople who can close, engineers who can ship, and customer success leads who keep churn low. For every other function, fractional or part-time experts can help you fill the gaps without the long-term commitment.

Fractional CFOs are especially valuable at this stage. They bring the strategic oversight needed to budget, forecast, and help you make smart decisions around spend, pricing, and funding — without the cost of a full-time hire. We love bookkeepers, but they’re not enough for a scaling business. Here’s why.

3. Use the Tools, But Don’t Oversubscribe

Software is essential, but overspending on tools is one of the fastest ways to drain a bank account. The temptation to subscribe to every shiny SaaS product is real, but too many tools with overlapping features or low adoption can kill efficiency.

We’ve even seen some companies take this so far that they ended up having more tools than they did customers. Madness!

Start with what’s absolutely necessary: a CRM, finance and billing tools, analytics platforms, and workflow systems. Before onboarding anything new, assess how often the team will use it, how it supports revenue generation or customer experience, and whether an investor or accelerator can help reduce the cost.

Most venture firms offer startup credits or discount programs for tools like AWS, Notion, Figma, HubSpot, and QuickBooks. Taking advantage of those resources can save you thousands — without sacrificing functionality.

Sometimes tools might even be available for free …

4. Don’t Ignore What You Can Get for Free

Founders often overlook the value baked into their cap table. Beyond capital, investors bring a wealth of free resources. But only if you ask.

Start with intros. Many firms will open doors to potential customers, hiring candidates, vendors, and advisors. Platform teams often run office hours, expert workshops, and partner perks that can help you uplevel your operations without spending a dime.

Beyond your VCs, communities like On Deck, Pavilion, and First Round’s forums can offer support, templates, and shared wisdom from fellow founders who’ve been through it. There’s no need to reinvent the wheel. The smartest founders build alongside others, and they know how to tap their network for insight and leverage.

Remember, your investors and the market at large needs you to do well, so always ask for help and advice. You might save some money in the process!

5. Build a Budget With Flexibility (and Discipline)

Now is the time to set a budget and review it monthly. That doesn’t mean obsessing over every line item. But you do need to know what you’re spending, how that spend is tracking against revenue, and how much cash runway you have left.

Keep a close eye on your burn rate, gross margin, and cash conversion cycle. If your growth rate slows, how will you adjust spend to extend runway? What will you do if CAC spikes or churn increases? Budgeting isn’t just about keeping the lights on. It’s about preserving your ability to make smart, strategic bets even when the market turns.

A finance leader can help you build dynamic models that answer these questions and support informed decision-making. This kind of strategic finance leadership is often what separates founders who survive from those who stall out. Give us a call!

6. Plan for Profitability — Even If It’s Not the Immediate Goal

Even if your next raise is in the cards, every founder should know what it would take to get their company to profitability.

This means building a “default alive” scenario. If revenue flattens and funding doesn’t come, can your startup generate enough cash to survive, or even thrive, on its own? Knowing what that version of your business looks like gives you leverage with investors, clarity on pricing and hiring decisions, and confidence in your own leadership.

You don’t need to live in scarcity mode. But you do need a Plan B. Raising isn’t guaranteed, and the founders who understand their path to independence are the ones who get to make real decisions, versus just chasing term sheets.

Make This Round Count

You raised a round. Now make it count. That means spending with purpose, hiring for outcomes, leaning on free resources, and making financial decisions that preserve optionality. With the right systems, metrics, and support you can build a business that’s truly built to last.