I support startups and SMEs in overcoming challenging stages in their development. Drawing from my experience with investment funds and small companies, I can assist in the fundraising process, preparing the company for investment, securing funds, and establishing cooperation with new investors. I also help implement changes in finance, controlling, and reporting areas. I have often trained non-financial professionals to manage from a financial perspective as well.
Scope of services
The typical scope of services includes:
Preparation of financial models and projections,
Support in fundraising, investment presentations, investor relations,
Implementation projects in controlling and management information, changing accounting firms,
Finance training for non-financial managers,
Collaboration with funds and accelerators,
Mentoring programs.
Compensation
Compensation is based on time commitment, with a daily or hourly rate, or an agreed-upon flat fee. In some cases, additional success fee may be justified.
FAQ
1. Is it worthwhile to engage an advisor in the fundraising process?
In the VC market, there is no practice of engaging intermediaries in fundraising for companies. Each investor wants to assess the team of Founders and their ability to raise capital on their own. Typically, if advisors are involved in the process, it is to prepare and equip the Founders with everything they need to operate independently. The perception within the startup community of individuals with extensive experience as advisors and mentors is highly positive.
2. Do recommendations help in the fundraising process?
Yes. Each fund makes decisions based on its criteria, but in this great beauty contest, having the attention of trusted colleagues on new candidates allows investors to focus more attention and increase their chances. Funds generally agree that the best investments come from recommendations. Another important reason is that even in the case of a negative decision, we are more likely to receive valuable feedback.
3. How should a financial model be constructed?
Firstly, it should be simple and understandable enough to be used, and its update should not require weeks of work. Secondly, it must take into account non-financial parameters of the company's operations, tailored to the specific nature of its business, so it looks different each time. Thirdly, it should include both historical results and future forecasts, allowing for a comparison of past intentions and actual performance over time.
4. What benefits do startups gain from working with an experienced mentor?
Founders face numerous challenges in practically every area of their company's operations. Even experienced individuals who have never before managed an entire company have questions and doubts. An experienced person with perspectives from various industries, functions, and companies either knows examples of solutions, knows where to find them, or can identify risks and issues worth paying attention to. We're talking about experience with investment processes (on the investor or startup side), as well as typical business functions such as sales, marketing, logistics, production, purchasing, legal support, or people management.
Through my experience collaborating with startups, I've learned that what may seem easy and obvious to me can be of immense value to them.
Are you interested in cooperation?
I encourage direct contact, as it costs nothing. Such a conversation can be the beginning of collaboration, a source of business contacts, or simply networking. If you're unsure about what your company needs, we can discuss it together.
