Visual 4: Journey Timeline

Growth, Actually is a series for founders who want to build something real. Not just raise, not just run fast, but build well. The kind of growth that doesn't leave you burnt out, diluted, or wondering what exactly you just built.

Founders love to talk about growth as if it’s all about momentum. Big energy, bigger charts, the story you tell on stage. Then the year ends and the tax bill arrives quietly, like an uninvited editor, and rewrites the story you thought you were living.

Tax is not just compliance.

Growth, Actually is a series for founders who want to build something real. Not just raise, not just run fast, but build well. The kind of growth that doesn't leave you burnt out, diluted, or wondering what exactly you just built.

This chapter looks at the quiet thing that can still undo all of that. People. Not because people are unreliable, but because growing companies concentrate knowledge, access and decision making in too few heads. Numbers sit still. People do not. When plans meet real life, it is the human weak points that bend first.

Growth, Actually is a series for founders who want to build something real. Not just raise, not just run fast, but build well. The kind of growth that doesn't leave you burnt out, diluted, or wondering what exactly you just built.

In each chapter, we’re digging into the parts of scaling that get left out of the highlight reel. First up: profit. Boring? Maybe. But also the difference between lasting and lasting just long enough.

This is the final part of our three-part series on funding readiness.

In Chapter 1, we looked at the hidden due diligence that starts long before anyone asks for a data room. In Chapter 2, we dissected the numbers behind real growth.

Now we turn to something a little more delicate; the narrative. Not the slides. Not the slick lines. But the real story you are telling about your business, whether you mean to or not.

Last time, we made the case for treating due diligence as the quiet foundation of every successful raise, not a panic exercise.

Now we turn to your numbers, but not the ones you trot out on pitch day to impress a room. We mean the numbers that show whether your business is actually working, whether your growth is real, and whether you will survive.

This is part one of our three part series on funding readiness.

In this installment we show how weaving due diligence into your routine builds the quiet confidence investors seek.

We are also pleased to share that we are moving forward with our new partner, Diligentsia, whose expertise in legal and governance due diligence will complement Fractionality’s financial leadership.

Choosing your CFO support is like deciding between a quick oil change, a full engine tune-up, or a comprehensive diagnostic and rebuild.

You need the right level of service to keep your business engine humming.

The Problem: Mismatched Financial Leadership Models That Stall Growth

Setting the right price is one of the most important financial decisions you’ll make.

Price too low and leave money on the table; price too high and risk losing customers.

Use the wrong model and scaling becomes harder.

Great pricing isn’t just about covering costs—it’s about maximizing value and driving long-term profitability.

Economic downturns happen. Whether it’s a market crash, interest rate hikes, or a global crisis, the businesses that plan ahead survive—and the ones that don’t? They get caught in the storm.

When things get tough, cash is king, debt becomes a burden, and agility separates winners from losers.

You need capital. Do you borrow it (debt) or give up shares (equity)?

Each option has massive consequences for your business. Get it wrong, and you could:

Lose control of your company by giving up too much equity.
Get buried in debt with monthly repayments draining your cash flow.

As of this month, the U.S. has imposed a 10% tariff on all UK imports, with 25% duties on vehicles and other manufacturing-heavy categories. Not just a headline—an actual line item on your margin.

Whether you’re exporting whisky, wellness products, electric bike parts or anything in between… this is going to sting.

But it doesn’t have to derail your business.

Every founder faces this million-pound question at some point:

Should we push for aggressive growth?
Or should we focus on profitability first?

The answer? It depends—but getting it wrong can be a costly mistake.

Selling your business should feel like a celebration of everything you’ve built—not a last-minute scramble to fix financials, chase down contracts, and realize you left millions on the table.

Yet, too many founders wait until they’re burned out before they start thinking about an exit. Big mistake.

You’re pitching to investors. Your deck looks great. Your story is solid. But when it comes to the numbers, the conversation suddenly feels… uncomfortable.

A Fractional CFO helps you prepare for funding rounds like a pro. Here’s how.

Growth is exciting. New clients, bigger deals, more staff—it’s everything you wanted, right?

Except… the bank balance tells a different story. More revenue should mean more cash, but somehow, you’re constantly scraping by.

You’re not alone.

So, you’re making good money. Sales are strong. Customers seem happy. But every month, you’re back at square one, hustling for new deals just to keep revenue flowing.

Sound familiar?

Every founder gets there at some point: You’ve got great people, but you’re struggling to keep them.

Maybe your competitors are poaching your best employees. Maybe you can’t afford to hand out massive pay rises. Maybe you’re worried that without real skin in the game, your top team won’t stick around long-term.

So, you’re thinking about upgrading your finance system? Maybe you’re switching accounting platforms, rolling out an ERP, or finally integrating all those messy data sources so your team stops relying on 17 different spreadsheets.

Good call. Bad execution? Expensive disaster.

Think you can manage without a CFO? This post uncovers the often-overlooked risks of operating without strategic financial leadership—like missed growth opportunities, inefficient spending, and increased founder stress

Exiting a business is one of the most significant financial milestones an entrepreneur can face. Learn how a fractional CFO prepares your business for a successful exit by maximizing value, cleaning up financials, and guiding you through complex negotiations