Built by people who ran the numbers from inside
Stonford exists in the gap between a generic consulting engagement and a full-time CFO hire. Our advisors have held seats inside the capital structures they now analyze—stage-specific, not one-size-fits-all.
Diagnosis before prescription
Most bottlenecks arrive labeled as something else. A cash-flow problem is often a pricing problem. A growth plateau is often a capital-structure constraint. We press on the assumptions before we touch the model.
That requires advisors who have sat with those decisions under real pressure—not studied them from the outside. Stonford's engagements are scoped to your stage because generic frameworks applied to the wrong phase produce expensive noise.
Inside the decisions, not alongside them
Hard questions yield useful answers
We ask what you are actually trying to fix before we scope an engagement. The presenting problem and the real constraint are rarely the same—closing that gap is where the work starts.
Our advisors have held CFO and senior finance roles at growth-stage companies. They know which levers matter at Series A versus Series C, and which metrics are vanity at each stage.
See what an engagement actually looks like
Three service areas, each scoped to a specific growth stage and financial challenge. No retainer that outlasts its usefulness.