Planning, cash, and capital for owner-led companies doing $2M to $20M, from a CPA who has built the models, negotiated the credit facilities, and sold three companies between $10M and $70M.
THE PROBLEM
You find out in April what last year actually cost you. You've never seen the number that tells you whether you can afford the next hire, so you make the call on feel. And when the bank asks for something, it takes three weeks to assemble.
None of that is a bookkeeping problem. It’s a planning problem, and it’s fixable in about ninety days.
SERVICES
01
Fractional CFO Leadership
Senior financial leadership that turns reporting into a predictable operating rhythm.
Monthly close on a date you can count on
A financial package that explains itself
A KPI dashboard your team actually reads
A standing monthly meeting with an agenda of decisions
13-week cash forecast included
02
Planning and Forecasting
A forward-looking planning system that makes the next decision clearer.
Driver-based operating plan built on how your business actually works
Rolling forecast that updates monthly
Budget-to-actual variance with the reason attached
Scenario analysis before you commit
03
Capital and Lender Support
Clear financial preparation for the capital your business needs next.
Covenant headroom forecast every month
A clean quarterly package your lender actually wants
Capital sized, packaged, and negotiated — term sheet through close
04
Exit Readiness
Readiness work that strengthens value well before a buyer starts asking questions.
Add-backs documented the month they happen
Concentration tracked while there’s still time to fix it
Working capital target calculated the way a buyer will
Annual readiness scorecard and indicative value range
05
Quality of Earnings
Diligence-grade analysis built for a transaction that needs to hold up.
Buy-side and sell-side diligence from $2M to $70M
EBITDA normalization and add-back scrutiny
Revenue durability and net working capital assessment
Proof of cash, delivered as a written report that holds up
THE CHOICE
You don’t need a full-time CFO. You need CFO-level decisions.
Where it fits
Revenue in the $2M–$20M range, growing fast enough that gut-feel decisions are starting to cost you
You need the close, the forecast, the lender relationship, and the board-ready numbers—not a full department
A fraction of a $200K+ salary and benefits package, scoped to what the business actually needs right now
No severance, no recruiting cycle, no ramp time if the engagement changes
The trade-off
What you give up: a CFO at a desk down the hall every day
What you keep: a standing monthly cadence and direct access when something can’t wait
When to graduate: once the business outgrows the engagement—usually north of $20M in revenue or a dedicated finance hire—a fractional CFO is also the right person to build that transition plan and hand it off clean
HOW WE WORK TOGETHER
TIER 1
Foundation
Custom monthly engagement, tailored to your business.
Monthly close on a date you can count on
A financial package that explains itself
A KPI dashboard your team actually reads
A standing monthly meeting with an agenda of decisions
13-week cash forecast included
TIER 2
CFO Partner
Custom monthly engagement, tailored to your business.
Everything in Foundation
Driver-based forecasting and budget-to-actual variance
Capital sizing and lender relationship management
Capacity, pricing, and margin decisions as they come up
TIER 3
Exit Track
Custom monthly engagement, tailored to your business.
Everything in CFO Partner
Exit readiness program - add-backs, concentration, working capital peg
Annual readiness scorecard and indicative value range
INDUSTRIES SERVED
Healthcare
Hospice, home health, urgent care, and MedSpa.
SaaS
Recurring-revenue models that need sharper unit economics and scalable reporting.
Construction & Trades
Project-based businesses where job costing, working capital, and backlog drive value.
Dental & Orthodontic
Multi-location and practice-based teams preparing for disciplined growth or transition.
CASE STUDIES
Client A — Hospice Organization
Fractional CPA/CFO work covering Medicare CAP analysis, Medicaid billing, and accounting system integration.
RESULT
DSO dropped from 55+ to under 44 days by fixing billing upstream of the biller, and marketing spend fell as budget ownership shifted to the team.
Client B — Landscaping Company
Bookkeeping cleanup and fractional CFO support, AR cleanup, systems integration, and close-process redesign.
RESULT
Automated invoicing through QBO, cutting a few hours of manual work each week and letting operations scale without adding headcount.
Client C — Healthcare Acquisition
Buy-side Quality of Earnings engagement supporting a hospice acquisition, CAP methodology, and deal-structure analysis.
RESULT
Uncovered $319K in unreported Medicare cap liability, verified against bank records, and corrected a beneficiary-counting method that would have overstated deal risk by $250K, right-sizing escrow before close.
Jaren Simper, CPA
ABOUT
I'm Jaren Simper. I'm a CPA with twelve years of experience from PwC assurance through controller, VP of Finance, and CFO seats in healthcare services, closing three company sales between $10M and $70M.
I built the models behind those businesses: multi-entity, driver-based operating forecasts tracked to actuals month after month, in an industry where a single day of census or a single payor change moves the whole year. I was fortunate to also build and manage the credit facilities — sized, packaged, negotiated, closed, and kept in covenant compliance afterward.
That's the short version of why this practice exists: most owner-led companies in the $2M–$20M range are getting bookkeeping and calling it finance. They have no plan, no forecast, no relationship with their lender, and no idea what their business would fetch. All four are fixable, and none of them require a full-time CFO salary.
Based in Lehi, Utah. I coach lacrosse, and I own an indoor golf simulator in town, which is usually a better place to talk than a conference room.
Based in Lehi, Utah
START WITH CLARITY
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We’re not your tax firm, your auditor, or your attorney, and we’ll tell you when a question belongs to one of them. We do handle the cash side of tax: what you can safely distribute and when, the reserve set aside before it’s due, and your CPA supplied with everything they need on schedule. The return, and every position on it, stays with your tax advisor.
SIMPER CFO ADVISORY