Raise on your numbers, not on your nerve.
Most rounds are decided before the pitch, in whether the company can answer the second and third question. That is a preparation problem, and it is solvable.
Why rounds stall
Across Japanese raises, the same few things slow a process down or kill it:
The model does not survive contact
It holds together until an investor changes one assumption, and then nobody can say what happens.
The data room is assembled during diligence
Which signals exactly what an investor fears about how the company is run.
The story and the numbers disagree
The narrative promises one trajectory and the financials describe another, and the gap is the first thing a good investor finds.
Nobody owns the process
The founder runs the raise alongside running the company, and both suffer.
A fractional CFO who has raised before takes the process off the founder: model, pack, data room, diligence and the answers to the questions that have not been asked yet. Bank relationships, corporate venture arms, and a listing route through the TSE Growth market or Tokyo Pro Market: our operators have raised from these sources and know what each of them actually tests.
Who this is for, and who it is not
Best for
- Preparing for a funding round in the next three to six months
- A data room or financial model that will not survive diligence
- Gaps in investor reporting, cap table or board resolutions
- A founder carrying every financial question personally
- Numbers and investor narrative that do not yet line up
Not for
- A business with no revenue or traction to diligence yet
- A one-off pitch deck or investor slide design
- A team that wants a document produced, not a leader embedded
- A round already closed that needs only bookkeeping
What makes the model different here
Most fractional executives work alone. We are a vetted collective, and we stay with the engagement rather than stepping away after the introduction.
We do not introduce and leave
Support, structure and governance stay around the placement for as long as it runs. If the engagement drifts, that is our problem to fix, not yours to discover.
The collective behind one placement
Your executive draws on the whole collective of 350+. A finance question that turns out to be an operations question gets the right answer either way.
Continuity is designed in
If your executive has to step away, we hand over to another vetted operator already briefed on your business. Momentum is protected by design rather than by luck.
Matched on judgement, not on a CV
We match on stage, sector and temperament. In Tokyo in particular, an operator who cannot read the room will cost you more than the one you did not hire.
From gap to investor-ready
Calibrated to your round timeline.
Fundraise assessment
We assess your current financial infrastructure, identify gaps, and calibrate to your round timeline.
CFO deployment
Your matched Fractional CFO is embedded within two weeks and begins building investor-grade infrastructure.
Fundraise preparation
Financial model, data room, board pack, governance, built and stress-tested before you enter conversations.
Round support and post-close
Your CFO stays through the round and transitions to execution mode. Reporting infrastructure, milestone tracking, and board presence.
Before, during and after the round
What a fractional CFO owns at each stage of a raise.
A fractional CFO leads every fundraise
Most raises need only the CFO. When diligence probes operations or technology, a COO or CTO joins from the same collective.
Executives who have raised alongside
