Financial control and strategy
Someone senior owns the money, so you always know where you stand.
- Budget
- Forecast
- Ownership of the numbers
- Financial control
- Investor relations
Two ways to work with Hayat · 01
A CFO in your company.
One or two days a week.
Fractional CFO and Chief Strategy Officer. Someone senior owns the money, the reporting, the raise and the growth plan, the way a full time hire would, at a fraction of the cost, with AI running the repetitive work underneath.
What I own.
Real time reporting
The numbers live on a screen, today, not three weeks after month end.
- Dashboards
- Intelligence
- Faster decision making
Fundraising
The round run end to end, from the first model to money in the bank.
- IP planning
- Financial modelling
- Investor decks
- Deal room
- Due diligence
M&A and growth
Everything that makes the company worth more when someone comes to buy it.
- Go to market strategy
- Partnership strategy
- Patent and asset strategy
- Data
- Valuation
- Growth strategy
One engagement, start to finish.
Cake Technologies, sold to American Express
Hayat ran finance at Cake from the early stage and modelled the economics of a real payment product: the transaction flows, the processing cost and the price of the credit currency itself. When American Express came to the table he led diligence and sat in the negotiation, and the IP and data were priced separately rather than given away inside a revenue multiple.
The full story
The person doing the work
Hayat Amin.
Twenty years in the C-suite, three companies sold, three FT100 listed businesses. No account manager, no delivery team, no handover: the person who sits in your board meeting is the person on this page.
The full recordFrom experience, not theory.
20years of operations, scaling companies from the inside
3exits as principal, buyers include American Express and TripAdvisor
3FT100 listings on businesses he ran the numbers for
How it runs.
Week one, inside
Your meetings, your ledgers, your bank. One of the team, not a visitor.
The close, rebuilt
Month end lands in days, and stays there, with AI doing the repetitive work underneath.
The board, handled
Packs, forecasts and the hard questions, owned by name.
Stop any time
One or two days a week, no notice period, no equity.
Who this is not for.
If you need someone in the building five days a week, you need a full time CFO, and you should hire one. If you want the accounts filed rather than the money owned, an accountant is cheaper and better at it. This is for companies with something real to decide about money and nobody senior enough to decide it.
Do you need a CFO yet? Five questions.
- Are you raising, selling or planning to inside the next twelve months?
- Does anyone ask for a number and wait more than a day to get it?
- Is your forecast rebuilt by hand every time something changes?
- Do you go into board or investor meetings without knowing what will be challenged?
- Is nobody in the company senior enough to own the money full time?
0 of 5 answered.
Questions people ask.
What does a fractional CFO actually do?
Owns the money. The budget, the forecast, the controls, the board reporting, the raise and the growth plan. Same responsibility as a full time CFO, one or two days a week instead of five.
When do I need one instead of a bookkeeper or an accountant?
A bookkeeper records what happened. An accountant files it. You need a CFO the moment somebody has to decide what happens next with the money: a raise, a hire wave, a pricing change, a sale.
How many days a week is normal?
One or two. Enough to own the numbers and sit in the meetings that matter, without the cost of a full time hire.
Do you work with our existing accountant?
Yes. The accountant keeps doing the accounts. The CFO work sits above it: what the numbers mean and what you do about them.
Can you run a fundraise end to end?
That is the job: the model, the deck, the data room, the diligence and the room itself. Hayat has been through it as principal, including to exit.
What happens if it is not working?
You stop. No notice period, no equity, no lock in.
“Our $30M round needed someone who understood valuation and the tactics behind a raise.”
Where to go next.
These publications have written about Hayat
