SaaS companies reach a point where they need finance that speaks ARR, retention, and runway — more than a bookkeeper or controller, but not yet a full-time CFO. That's where a fractional engagement adds meaningful value.
A structured process from first conversation to ongoing partnership — with a clear assessment before any ongoing commitment.
Built for enterprise SaaS — from first institutional reporting through fundraise and scale. Each engagement is scoped to your stage and existing finance infrastructure. The same discipline also applies to recurring-revenue service businesses with contract-based models.
Before any ongoing commitment, every engagement begins with a structured diagnostic — a clear advisory assessment of where the business stands across reporting, cash flow and runway, profitability and unit economics, controls, and strategic planning.
My finance career has spanned RBCx (Royal Bank's technology and innovation platform), APi Group, Emerson Electric, and KPMG. At RBCx I saw across many SaaS and technology companies — how they report, raise, and scale — alongside operating finance leadership in complex recurring-revenue and industrial businesses. That combination shapes how I work with SaaS clients today.
In my experience, the finance function tends to lag behind a rapidly scaling SaaS business. ARR grows, the team grows, and investors expect more — and the reporting that worked at an earlier stage stops being sufficient well before a full-time CFO makes sense. That gap is where most of the risk lives, and where a fractional CFO adds the most value.
I founded Scicluna CFO Partner to address that gap, with a focus on enterprise SaaS and recurring-revenue service businesses that need senior financial leadership structured around their stage.
If you're scaling a SaaS or recurring-revenue service business — raising, or simply in need of sharper financial reporting — I'd welcome a conversation. No obligation, just a direct discussion about whether there's a fit.