What it is. A senior finance person on a part-time scope: the forecast, the weekly cash plan, honest margins by unit, the lender package, and the reporting behind all of it.
Who it is for. Hoboken companies too complex for bookkeeping alone and too small for a full-time CFO, including multi-location restaurant groups, growing service firms, and property portfolios.
What it costs. A flat monthly scope, far below a full-time CFO's compensation, sized to whether you need a standing rhythm or a defined project like a raise or a refinancing.
Corviniti provides fractional CFO services to Hoboken companies: the forecasting, cash-flow control, pricing, and capital work a CFO does, on a part-time scope, led by a CPA with over twenty years of capital markets experience.
The work divides into four things. A forecast and cash plan so you can see where cash lands before it gets there. Unit economics so you know which locations, customers, and product lines actually make money instead of trusting a blended margin. Reporting your board, investors, and lenders trust and receive on time. And capital, meaning the model, the materials, and the conversations behind a loan or a raise. In Hoboken the two businesses that most often need this are hospitality groups adding a second or third location and property owners deciding whether a building's returns justify the next acquisition.
What the engagement covers and how it is scoped is below.
Ro is licensed in New York and New Jersey, so a return with income on both sides of the river is handled by the same person. Our New York headquarters, Corviniti Accounting in New York City, is across the Hudson.
Cash
The 13-week cash flow, explained
The one report that tells a seasonal business whether it clears payroll in week seven. What goes in, and which decision each line drives.
The weekly cash model. Illustrative.
Margin
Unit economics: which jobs and customers make money
One healthy-looking margin can hide a location or a channel that loses money every week. How to isolate the units that pay for the rest.
The unit economics framework. Illustrative.
Capital
The Hoboken capital map
Where Hoboken companies actually raise money: banks and the SBA, the state programs and the city's business improvement district, and the research economy around Stevens.
Three lanes of capital. Confirm current program terms.
This is for you if
You are opening a second location and need the cash requirement and the ramp modeled honestly.
Business is growing and you still cannot say what the bank balance will be in three months.
You suspect one location, product, or customer group loses money and cannot prove which.
A bank or an investor has asked for projections and you do not want to hand over a spreadsheet you cannot defend.
What you get
Thirteen weeks of visibility A rolling forecast plus a weekly cash model that names the week you run short, before you get there.
Margin by location Real cost and margin per site, customer, or line, with Hoboken occupancy and the district levy carried honestly.
Ready for the lender meeting The model, the package, and the diligence answers, plus who to approach across banks, the SBA, and the NJEDA.
Reporting on a fixed date The package your bank, investors, or partners actually read, delivered the same day every period.
How We Help
What you get
Senior finance leadership, part-time, scaled to what a Hoboken company needs and priced as a flat monthly scope.
Thirteen weeks of visibilityA rolling forecast plus a weekly cash model that names the week you run short, before you get there.
Margin by locationReal cost and margin per site, customer, or line, with Hoboken occupancy and the district levy carried honestly.
Ready for the lender meetingThe model, the package, and the diligence answers, plus who to approach across banks, the SBA, and the NJEDA.
Reporting on a fixed dateThe package your bank, investors, or partners actually read, delivered the same day every period.
When companies bring us in
You are opening a second location and need the cash requirement and the ramp modeled honestly.
Business is growing and you still cannot say what the bank balance will be in three months.
You suspect one location, product, or customer group loses money and cannot prove which.
A bank or an investor has asked for projections and you do not want to hand over a spreadsheet you cannot defend.
The Detail
The gaps, and how we close each one
Service 01
Knowing where cash lands, week by week
Companies rarely fail because they were unprofitable. They fail on a Thursday when payroll clears and the money is not there yet, which a monthly profit figure will never show you.
How we handle it
Two models, connected. The rolling forecast is built on your actual drivers, covers per seat, average check, occupancy, billable rate, whatever moves your business, so changing one assumption flows all the way through to profit and cash rather than sitting in a budget nobody opens after January. The 13-week cash flow is the operational one. It starts from the real bank balance, not the book balance, times money in by when customers genuinely pay, and puts money out on the dates it actually leaves: payroll runs, rent, debt service, tax deposits, and the New Jersey minimum tax that arrives whether the year was good or not. Two Hoboken realities shape it. Seasonality is pronounced in a town built on hospitality and a university calendar, so an annual average tells you very little about February. And occupancy is heavy here, so rent plus the district assessment is often the largest fixed weekly commitment in the model. What comes out is the weekly cash floor and the specific week it goes negative, which is what lets you arrange credit early, chase named invoices, or move a hire by a month.
What you get: A driver-based forecast plus the week-by-week cash floor, so a shortfall is named in advance.
Service 02
Finding the work that actually pays
An acceptable overall margin can hide a whole category losing money on every single sale. Most owners have a suspicion about which one, and no evidence, so it continues.
How we handle it
The unit has to match how the business actually earns: per location for a restaurant group, per customer for a services firm, per line for a retailer, per building for a property owner. Then only the costs that genuinely follow that unit get allocated to it, because spreading overhead evenly is what makes every unit look average and buries the answer you were looking for. In Hoboken the number that most often decides the outcome is occupancy. Washington Street rent plus the business improvement district assessment on commercial property is a large fixed load against a small footprint, and it is frequently why one location works and a similar one two blocks away does not. What the exercise usually turns up: a second location carrying the first, a delivery channel whose fees eat the margin it looked like it added, a catering or private-event line that is quietly the best business in the building, and idle midweek capacity nobody had priced. Then we act on it and rebuild the pricing so new work is quoted off real cost.
What you get: Margin by location, customer, or line, with occupancy carried honestly.
Opening a location or watching cash tighten? Get a CPA-built model and cash plan before the next decision.
Capital conversations are won or lost on preparation. A lender or investor asks for a specific package, and an unprepared company reads as a risk regardless of the underlying business.
How we handle it
Hoboken capital runs through three lanes. Debt, meaning Hudson County community banks, the national banks across the river, and SBA 7(a) and 504 lending through the SBA New Jersey District Office in Newark, all of which expect financials, tax returns, and projections that tie together. Public and local programs, meaning New Jersey Economic Development Authority financing and tax credit programs, free advisory through the New Jersey Small Business Development Centers, and the Hoboken Business Alliance, the city's special improvement district. Equity and research, which here means the activity around Stevens Institute of Technology, a research university in engineering, science, and business with more than 8,000 students and one of the city's largest payrolls. We build the model and the materials, handle the diligence requests, and sit in the conversations. This is the same practice that supports venture-backed and public companies through raises and transactions.
What you get: The model, the materials, and the introductions across all three lanes of Hoboken capital.
Service 04
Reporting outsiders will actually trust
The moment someone outside the business has money in it, reporting becomes part of the deal. Arriving late does more damage to confidence than a weak month ever will.
How we handle it
The package is built for whoever actually reads it, which for most Hoboken companies is a bank, a small investor group, or a family partner and not a formal board. That means the handful of metrics that drive your model, variance against plan with a plain sentence on what moved and why, the cash position and how long it lasts, and any covenant calculation a lender is going to run themselves. It lands on the same date every period, because predictability is most of what builds credibility with a lender. Covenants get tracked continuously instead of discovered at quarter end: a conversation opened while you are still inside the ratio is a negotiation, and the same conversation two months later is a default notice.
What you get: The same package on the same date each period, with covenant headroom checked continuously.
Service 05
Whether you need this yet
An honest answer, because plenty of Hoboken companies do not need this yet.
How we handle it
The trigger is usually a decision large enough that being wrong about it hurts. Signing a second lease. Refinancing a building. Pricing you have suspected was wrong for a year. Growth that is eating cash faster than it produces profit. A lender or investor who now expects real reporting. Or an owner spending evenings in spreadsheets instead of running the place. If instead what you actually need is books you can trust and a return filed properly, that is a bookkeeping and accounting engagement at a fraction of this cost, and we will tell you so instead of selling you the larger scope. The order matters too: a CFO working from unreliable books produces confident answers built on bad inputs, so if the records are behind we fix those first and the forecasting work follows.
What you get: A straight answer on whether this is the right engagement for you yet, or a smaller one.
FAQ
Frequently asked questions
What does a fractional CFO cost in Hoboken?
A flat monthly scope, well below a full-time CFO's salary and benefits, set by whether you need a standing monthly rhythm or a defined project such as a raise, a refinancing, or a turnaround. We scope it after one call and quote a specific number.
How is a fractional CFO different from our accountant?
The accountant makes sure the numbers are right and the filings are done. The CFO uses those numbers to decide what to do next: pricing, hiring, capital structure, and the forecast behind each. We do both, which removes the usual gap where the CFO is working from books they do not trust.
We are opening a second location. Can you model it?
Yes, and it is one of the most common Hoboken engagements. That means the build-out and pre-opening cash requirement, the ramp assumptions, the occupancy load including the district assessment, the labor model, and the effect on the existing location. We build the case a lender or investor will need alongside the decision you actually have to make.
Can you help us raise capital or get a loan?
Yes. We build the model and the materials, prepare the diligence responses, and join the conversations with banks, the SBA, the New Jersey Economic Development Authority, and equity investors. The same practice supports venture-backed and public companies through raises and transactions.
Do you work with contractors and the trades?
Yes, in the CFO role. The numbers that run a contractor are backlog, gross margin per job, work in progress and over or under billings, and cash timing against progress payments and retainage. We build the job-level margin view and the cash forecast so you bid and staff off real numbers.
Do you work with medical and dental practices?
Yes, in the CFO role. The drivers are production per provider, the net collection rate against billed production, payer mix, and the economics of adding an operatory, a chair, or an associate. We model the expansion and the financing behind it.
Do you work with restaurants and cafes?
Yes, in the CFO role. Prime cost, food plus labor as a share of sales, is the number that decides a restaurant; we track it by location and period, model a new location or a menu change, and build the cash forecast around the slow season.
Do you work with e-commerce and retail businesses?
Yes, in the CFO role. The drivers are contribution margin after fees and shipping, customer acquisition cost against lifetime value, and inventory turns and the cash tied up in stock. We build the model that shows which channels and products actually fund the business.
Do you work with law firms and professional services?
Yes, in the CFO role. The drivers are realization and utilization, revenue per timekeeper, work in progress and collection speed, and the partner compensation math. We build the reporting a partner group depends on and the model behind a lateral hire or a new office.
Do you work with real estate investors and operators?
Yes, in the CFO role. The numbers are net operating income and cap rate per property, debt service coverage, and the cash and returns on an acquisition or a refinance. We build the model behind the deal and the reporting your lender and investors expect.
The pass-through entity tax.New Jersey's BAIT: the election, the payments, and the credit each owner claims.
This page summarizes New Jersey and, where it applies, New York tax rules for general information, and is not tax advice for your situation. Rates and thresholds change; confirm the current figures with the authority before you rely on them.
