FLG is often brought in to work with CEOs and boards at high growth companies aggressively raising capital & growing their customer portfolios.
High growth organizations are under significant stress as they simultaneously focus on venture and investor fundraising, scaling their business via sales and business development, expanding their strategic partnerships, and improving the efficiency of their business models. They must juggle cash management and EBITDA with an overriding drive towards profitability. As they prioritize raising C, D, E+ rounds and attracting the right investors, they need to build their capitalization structures and decide whether or not to take on more debt. They need to strategically build a strong board of directors and recruit and retain key players on their management teams to add skills and experience as they scale. They must build enterprise systems and more professionalized business processes and protect their expanding brand and book of business with effective risk and liability management.
FLG helps emerging companies in these high-growth situations via a continuum of strategic and operational advisory and support services. Our team is well respected for our strong track record in fundraising and our deep networks in banking and venture circles. We are experienced in operational finance from forecasting models to working capital management, from recapitalizations to talent management, from investment ROI and capital expenditure justifications to scenario building for scaling.
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What Our Clients Say
“I had great experiences with FLG Partners on multiple occasions. I used to work with FLG Partner, Jonathan Wolter, at PARC, and through his advice I engaged FLG’s Doug Lehrmann when I left PARC to start CyDesign Labs. In fact, I had the pleasure of working with Doug twice at CyDesign. Initially, he joined me on the founding team as Interim CFO. He rejoined a couple of years later to prepare the company for a successful acquisition. Doug kept his calm during these challenging times and provided the company with sound and clear guidance. Through his 30+ years of experience as a CFO, no business circumstance is unfamiliar to him – he has seen it all! Doug has a keen sense of ethics and he ensures that the company records are kept in immaculate order at all times. Both Jon and Doug are truly delightful people to work with!”Serdar Uckun, Founder & CEO, CyDesign Labs
“FLG Partners provided seasoned talent in Laureen DeBuono, as Interim CFO for over two years, to help scale Rodan+Field’s business, both operationally and strategically from $300M in net revenues in 2014 to $1.2B in 2016. What they delivered speaks for itself; a 5 year strategic plan including an annual operating plan, a new finance team, a renegotiated $200M line of credit and exit scenarios and strategies for the company. We would recommend FLG to any company looking for top-tier financial expertise and advice when scaling for explosive growth.”Diane Dietz, CEO, Rodan + Fields
“I couldn’t be more pleased with Bill Beyer’s contributions to Tubi as interim CFO during the hypergrowth stage of the company. His experienced management acumen, strategic insights, financial expertise allowed us to be super-selective in our CFO search. He owned a tremendous debt financing providing Tubi with great optionality for further financings as well as the necessary resources to fund our growth. I wouldn’t hesitate to bring Bill and FLG in again on Tubi’s behalf.”Farhad Massoudi, CEO, Tubi
Hustle engaged FLG when we started scaling rapidly after our Series B. Patty Fukami joined our team and seemingly overnight leveled up our entire Finance operation, including accounting, billing, and FP&A. Beyond that, she has been a true partner to me as CEO in growing the business and has become a highly respected leader at the company, shifting Hustle’s entire culture to be more financially prudent and to make better decisions for the long-term financial health of the business.Roddy Lindsay, CEO and Co-founder, Hustle
“When I become CEO of TapInfluence in 2015, I knew there would be challenges trying to evolve the culture and changing the business model from a managed services business to a software as a service (SaaS) business. Most fail because of the amount of discipline required to stay the course despite potential disruptions in revenue, team dynamics, and customer relationships. As we evaluated the prospects of a new funding round, I needed a CFO who could be a leader and trusted business partner that was credible with my board of directors and potential investors, strategic to develop our business models, scenario planning and forecasts, and operationally focused to evolve to a SaaS business model. I was extremely pleased that my FLG Partner, Ken Chow and I closed our funding round with our board’s support at a strong valuation and on time. This made a huge difference for our business and could not have done without FLG’s support.”Promise Phelon, CEO, TapInfluence