I help founders and finance leaders get their numbers in order, and keep them that way.
Ismael Dubale · Rotterdam · ismael@numeriqco.com
I have looked at companies from three sides, and I think that is the useful part.
For two years I was on the investor side, studying businesses and building the models that decided whether they got funded. Then I spent years running finance inside one, as Head of Finance for a group operating across several countries. Now I run my own practice and B2B SaaS startup.
I think the value is in the range, not any one piece of it. Having seen finance from the investor side, the operator side, and now as a founder, I can take on the whole of it. I can run the finance function when a founder is not ready to hire one. I can build the data structure the reporting sits on. And I can get the numbers ready for a raise.
2 years studying businesses and building the models that decided whether they got funded.
Head of Finance for a group operating across several countries.
Running my own practice and B2B SaaS startup.
I run the finance function part-time, for founders who need one but cannot yet justify a full-time hire. Financial model, cash planning, Reporting, forecasting, board prep, getting ready for the next raise.
I do this for a multi-entity equipment group operating across several countries: monthly close, consolidation across eight entities, and the investor reporting on top.
I build a data model that connects the core systems. The idea is to model the business once, its entities, accounts, customers, and assets, and have every source map onto that. The reporting reads off the model, not off each raw system, so swapping a system later does not break the reports.
For a multi-entity group, I built exactly this, pulling ERP, CRM, and operational data into one model that now produces the packs going to management, the board, and investors.
A model built from how the business actually works, with the scenarios and the data room to get through the round.
A $2M seed model for a precision-agriculture company across several markets, delivered ahead of a critical investor meeting. And a $7.5M model for an energy company, built to show what would have to be true to reach a target valuation. Several models for greenfield businesses which raised over $50M.
Budgets and forecasts leadership actually uses.
For the same group, budgeting, forecasting, and variance reporting, run off the one model rather than rebuilt by hand each month.
You are the finance person by default, because there is no CFO or Head of Finance yet. The model, the investor questions, the cash, all of it runs through you. It worked when the company was small. Now it does not, and it is eating the time you should be spending on the product.
You are backed by investors, with a board that asks hard questions. You may have inherited a model you did not build, and the data sits across systems you do not fully trust. You want to stand behind the numbers, not spend the week rebuilding them.
You advise several clients at once, and the heavy model and data builds eat the hours you would rather spend advising. Hiring for it is not worth it, and handing the client to someone who might take the relationship is worse. That is where I come in, behind you.
You raised, or you are about to. Suddenly finance is real. Investors want monthly numbers, the board wants a plan, and cash needs watching. It lands on you, and it is the work that pulls you furthest from the product.
I take it off your plate. First the model and data room to get through the round. Then I run the finance function part-time once the money is in.
Selected work: a $2M seed model for a precision-agriculture founder, built with the founding team and delivered ahead of a critical investor meeting. And before Numeriq, I ran the finance function as Head of Finance for a growth-stage group, which is the CFO's job at that stage.
Finance lands on you. Model, cash, investor questions — all pulling you away from the product.
I take it off your plate. Model and data room for the raise, then part-time finance once the money is in.
You inherited a model you did not build, and the data lives in six places. The board keeps pulling on both.
I put the data in one place you can trust, build the reporting on top of it, and check the models you were handed.
A model you didn't build. Data across six systems. Board questions you can't fully stand behind.
Data in one place you can trust, reporting built on top, and models you can verify.
You bring the strategy. But the heavy model and data builds stretch you thin, and hiring for them is not worth it.
I am the build capacity behind you. You keep the client, I do the work, and it stays behind the scenes.
And I will not approach your clients. That last part matters more than it sounds.
Selected work: a fractional CFO brought me in to build a $7.5M raise model while they kept advising the founder.
Client relationship, direction, and oversight stay with you.
Heavy model and data work, delivered behind the scenes.
No conflict, no competition. That last part matters more than it sounds.
Scoped up front, so you know the deliverable and the price before we start. Fixed fee, no meter running. You work with me, not a junior.
Two ways in: a scoped project with a clear end, or a monthly retainer for the ongoing work.
What I do not do: keep your books, file your taxes, or hand you a dashboard with no process behind it.
Clear deliverable, clear price, clear end.
Ongoing work, fixed fee, no surprises.
If you are raising in the next six months, or the board is asking questions your numbers cannot answer yet, the useful conversation is now, not three weeks before the meeting.
Numeriq