One partner for the entire finance function
Strategy, leadership, reporting and the work beneath it — one standard throughout, with a partner that takes accountable so that you can focus on what creates value.
Interim & Fractional CFO
Advisory
The Finance Function
This is the centre of what we do: full financial leadership, in the chair, with the responsibility that comes with it.
Companies call us when the CFO has left and the seat cannot stay empty, when a restructuring or transaction demands more seniority than the finance team was built for, or when growth has simply run ahead of the organisation underneath it.
We come in full-time for a defined period, or one to two days a week alongside an existing team. Either way we take the company on as if it were our own. That means rebuilding the model, reworking the process, leading the team, and sitting in the difficult meeting — not producing an analysis and handing it over.
We stay until the change has landed in the organisation rather than in a document. That distinction is the whole of our method, and it is the reason companies keep us longer than they planned to. We work across industries. Creative, design-led and luxury businesses are our home ground.
Sometimes what a company needs isn't another person in the organisation — it's someone who has seen the situation before and will say plainly what they think. We take board seats, act as a sounding board to founders and CEOs, and give a second opinion when a decision is large enough that it deserves one. A transaction on the table. A budget nobody quite believes in. A quarter that looks fine on the surface and doesn't feel right underneath. The value here is judgement rather than capacity. We are not in the building, we are not running the process, and we are not responsible for delivery. What we bring is pattern recognition — the ability to name what is actually happening, distinguish the problem from the symptom, and be direct about it without an agenda of our own. It is the lightest way to work with us, and often the first. Many of our longer engagements began as a single conversation about something that wasn't adding up.
Bookkeeping, reporting and administration, run continuously to a standard set at CFO level. Most companies of a certain size end up with a split: an accounting firm that records what happened, and someone senior who is supposed to interpret it. The two rarely speak. Reports arrive late, in a format nobody chose, answering questions nobody asked, and the person meant to act on them spends the first week of every month rebuilding the numbers by hand. We remove the seam. When the same partner designs the reporting and reads it, the monthly close becomes something a CEO can actually use to make decisions — on time, in the shape the business needs, with the commentary that matters already written. This is ongoing work rather than a project, and it is priced accordingly. It sits naturally alongside an interim or fractional engagement, and it is often what remains once the acute phase is over.
Gustav Jörtsö
Founder & strategic CFO
Strategic CFO with a proven track record in leading high-impact transformations. 15 years experience in creative, design-led and luxury businesses. Expert in driving rapid growth, restructuring, and financial turnarounds for both three-digit growth entrepreneurial and mature public companies. Adept at partnering with CEOs to deliver strategic insights and operational efficiency. Often in an international setting. Gustav is based in Stockholm & Paris.
We create real value by taking ownership . Not by giving advice you have to act on yourself — the finance function, run properly and pushed forward. The model, the closing, the reporting, the decisions underneath. The point of a good finance partner isn't only better numbers. It's that you get your attention back, and spend it on the business you set out to build.
Frequently Asked Questions
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Four, from advisory at one end to the day-to-day finance function at the other. Advisory is senior counsel without an operational role — a board seat, a second opinion, a sounding board. Interim CFO is full-time financial leadership for a defined period. Fractional CFO is the same seniority one or two days a week, ongoing. And we can run the finance function itself: bookkeeping, reporting and administration, to a standard set at CFO level. Most engagements combine two of these.
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Getting started is simple. Write to us and tell us what isn't working. We will suggest a call, usually within a few days, and that first conversation costs nothing. If we are the right fit, we come back with a short proposal covering scope, timing and fee — normally within a week. If we are not, we will say so, and often point you somewhere better.
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We take ownership rather than give advice. Most consultants deliver an analysis and leave you to act on it. We rebuild the model, run the close, lead the team and sit in the difficult meeting. The work is only done when the change has taken hold in the organisation — and when it has, we say so and step back.
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You can reach us anytime via our contact page or email. We aim to respond quickly—usually within one business day. We work from Stockholm and Paris, in Swedish, English and French.
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CFO-level work — advisory, interim and fractional — is billed by the hour at a fixed rate, against an agreed scope and an estimate you approve in advance. For accounting and reporting we work either hourly or on a fixed monthly fee, depending on how predictable the work is. Longterm engagements usually suit a fixed fee; anything that varies month to month is fairer to both sides billed by the hour. We give you a rate and an expected range before anything starts, and we tell you when we are approaching it.
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Only interim work is time-limited by definition, and the length follows the situation — a maternity cover has a date, a restructuring does not. Most fall somewhere between three months and a year. Advisory and fractional engagements are open-ended and reviewed rather than ended; the finance function is ongoing by nature. What we hold to in all of them is a notice period you can actually use, so the arrangement never outlives its purpose.
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Not at all. We work alongside an existing accounting firm as often as we replace one, and both arrangements work well. If your current setup is sound, we take the CFO layer above it and leave the rest untouched. If the reporting isn't giving you what you need, we can take the whole thing on. It is worth saying that clients more often ask us to consolidate than to leave things as they are — but that should be your decision, made once you know what each option looks like.
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Size matters less than fit. What we look for is a business large enough that the finance question is a real one, and close enough to its own operations that we can see how the work lands. In practice, smaller companies tend to come to us for the finance function or a fractional CFO, and larger ones for interim leadership or advisory. If you are unsure where you sit, ask — the answer takes one conversation, and we would rather tell you honestly than take on something that doesn't suit either of us.
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Always, and by default. Nothing about your business is shared, referenced or published without your explicit agreement — that applies while we work together and after it ends. When we mention past work at all, it is with the client's blessing. Much of what we do sits close to transactions and restructurings, and discretion is not a policy we adopted; it is a condition of doing the work.