Posio helps family offices, venture-capital firms, and portfolio-company leaders improve revenue execution, cash visibility, financial reporting, accountability, and operating systems. We provide hands-on fractional leadership that helps investors see risk earlier and gives operators the support needed to perform.
Capital is deployed into companies that often lack a finance function, a defined sales process, or reliable reporting. The result is limited visibility, inconsistent numbers across the portfolio, and risk that becomes visible only after it costs money.
Performance data arrives inconsistently, in different formats, on different timelines.
Runway, working capital, and upcoming obligations are estimated rather than modeled.
Revenue forecasts are built on optimism instead of a defined, measurable sales process.
Knowledge, relationships, and decisions concentrate in one person.
Control gaps, margin erosion, and collection problems surface after the quarter closes.
The company needs CFO and sales leadership before it can justify full-time hires.
We work inside the portfolio company—not around it—so investors receive consistent reporting while operators receive real help.
Budgets, forecasts, models, and executive decision support delivered by a senior partner.
One reporting format applied consistently across companies and periods.
Cash-flow forecasting, working-capital planning, and scenario modeling.
Defined stages, disciplined pipeline reviews, and forecasts that hold up.
Sales strategy, coaching, playbooks, and accountability at the operator level.
Documented processes, clear ownership, and management review cadences.
Approval workflows, reconciliation discipline, and internal controls.
Operational assessments, integration planning, and first-100-days execution.
Shared systems and definitions so numbers mean the same thing everywhere.
Budget-versus-actual tracking, variance commentary, and forward-looking forecasts—prepared on a predictable cadence so leadership and investors work from one version of the numbers.
Problems appear in the forecast before they appear in the bank account.
The same KPIs, definitions, and format across every company you hold.
Clear owners, measurable expectations, and documented review cadences.
Controls and visibility that reduce avoidable operational and financial risk.
Tell us where the company stands today. A partner will review it personally and come back with what we would prioritize first.