An hour with a unicorn CFO on the finance or strategy question keeping you up
Metrics, runway, growth strategy, board decks, pricing, your first finance hire, M&A — a working session on the specific finance or strategy problem in front of you.
What's at stake
Founders make finance and strategy decisions with real consequences — runway, pricing, the board narrative, a growth bet, when to hire, an M&A approach — usually with no one experienced to pressure-test them. The wrong call is expensive, and often invisible until much later.
Why me
I was the first finance leader at a company we built to unicorn status — running the board narrative, owning the metrics, raising the rounds, and unlocking non-linear growth. I've made these calls under real pressure, not just advised on them from the outside.
- UnicornCFO built the function
- $1Bn+ raised
- $20Bn+ in M&A deals
- $5Mn+ saved in vendor negotiations
Rohit Agarwal — ex-investment banker, CFO, founder and angel investor. He's built the offers, raised the rounds, and sat in most of the seats this touches.
More about Rohit →This is for you if
- You're a founder or operator without a strategic CFO to think with
- You have a specific finance decision live — metrics, runway, board, pricing, growth, hiring, or M&A
- You want a worked answer, not a generic finance lecture
- You'd rather get the call right the first time than learn it the expensive way
Honestly, not if
- You need ongoing, in-the-weeds bookkeeping or an outsourced finance team — this is strategic thinking, not execution capacity
- You want a fractional-CFO retainer right now — this is a focused session (though it's a sensible way to test the fit first)
- There's no decision live yet — come back when there's a real call to make
Questions worth bringing
- Do we step on the gas now, or tighten first?
- What's the one strategic bet that could change our trajectory — and can we afford it?
- What should my next board deck say — and what should it leave out?
- Is my pricing leaving money on the table, or scaring buyers off?
- When do I make my first finance hire — and is it a controller, an analyst, or a VP?
- Are my metrics telling me the truth, or just flattering me?
- Should I raise, cut to profitability, or take this M&A approach seriously?
- My growth slowed this year. Help me cut through the noise.
- Is our growth the right growth — profitable and durable, or just growth?
How it works
- 01
Apply & frame the problem
Tell me the decision you're facing and the context around it. I reply within 24 hours — and only take it on if I think I can genuinely help.
- 02
The session
A focused 60 minutes working through your specific problem to a concrete, defensible recommendation.
- 03
Your action list
A written summary of what we decided, the reasoning behind it, and the next steps to carry into your board or team.
What you walk away with
- A worked answer to the finance decision in front of you
- The reasoning behind it — so you can defend it to your board or team
- A written action list you can act on immediately
Pricing
From $1,000
Scoped to the problem. Quoted after your application, before anything is booked.
Apply for a session
Tell me what you're facing. I read every enquiry personally, reply within 24 hours, and only take it on if I think I can genuinely help.
Related questions
Is this a fractional CFO arrangement?
No — it's a focused 60-minute working session on a specific decision, not an ongoing retainer. That's deliberate: most founders don't need a part-time CFO, they need an experienced read on the one call in front of them. If it turns out you want something ongoing, a session is the cheapest way to test whether the fit is right before committing to more.
What should I bring — and what if it doesn't fit a neat category?
Anything that's a consequential finance call you've no one experienced to test it against: runway, pricing, the board narrative, a growth bet, your first finance hire, whether your metrics are telling you the truth, or an M&A approach. The examples above are illustrative, not a menu — if it's a real decision with real stakes, bring it.
I'm pre-revenue — is it too early?
Not necessarily. Early-stage finance is mostly about runway, the story, and a few decisions that compound (pricing, the first hire, how you frame the raise). If you have a real call to make, the stage matters less than the decision.