What it is. Senior finance leadership on a part-time scope: a forecast and cash plan, real unit economics, board and lender reporting, and support through a raise or a loan.
Who it is for. Jersey City companies too complex for bookkeeping alone and too small for a full-time CFO, typically from a few million in revenue, or earlier when a raise or a lender is involved.
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 Jersey City 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 jobs, 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. For a Jersey City company the cash model also has to carry the local items that hit on fixed dates, including the quarterly city payroll tax and the New Jersey minimum tax that lands even in a soft year.
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 single most useful tool for a company where cash is tight. What it models, what a profit and loss cannot tell you, and the decisions it drives.
The weekly cash model. Illustrative.
Margin
Unit economics: which jobs and customers make money
A blended margin can look healthy while a whole category of work loses money inside it. How to find the units that pay and the ones that drain.
The unit economics framework. Illustrative.
Capital
The Jersey City capital map
Where Jersey City companies actually raise money: banks and the SBA, the state and city development programs including the Urban Enterprise Zone, and the waterfront financial economy.
Three lanes of capital. Confirm current program terms.
This is for you if
You are raising money or applying for a loan and need a model that holds up.
You are growing but cannot see where cash will be in ninety days.
You suspect some of your products, jobs, or customers lose money and cannot prove which.
You have a board or investor and need reporting they trust, on time.
What you get
A forecast and a cash plan A rolling forecast and a thirteen-week cash-flow model that shows shortfalls before they arrive.
Pricing and unit economics True cost and margin by product, job, or customer, and the pricing decisions that follow.
Fundraising and lender support The model, the materials, and the map of Jersey City capital, from banks and the SBA to the NJEDA and the Urban Enterprise Zone.
Board-grade reporting The monthly or quarterly package your board, investors, and lenders actually read and trust.
How We Help
What you get
Senior finance leadership, part-time, scaled to what a Jersey City company needs and priced as a flat monthly scope.
A forecast and a cash planA rolling forecast and a thirteen-week cash-flow model that shows shortfalls before they arrive.
Pricing and unit economicsTrue cost and margin by product, job, or customer, and the pricing decisions that follow.
Fundraising and lender supportThe model, the materials, and the map of Jersey City capital, from banks and the SBA to the NJEDA and the Urban Enterprise Zone.
Board-grade reportingThe monthly or quarterly package your board, investors, and lenders actually read and trust.
When companies bring us in
You are raising money or applying for a loan and need a model that holds up.
You are growing but cannot see where cash will be in ninety days.
You suspect some of your products, jobs, or customers lose money and cannot prove which.
You have a board or investor and need reporting they trust, on time.
The Detail
The gaps, and how we close each one
Service 01
The forecast and the 13-week cash plan
Most companies that run out of cash were profitable on paper. Accrual profit says nothing about the week payroll clears, and a monthly view hides the days that actually break.
How we handle it
We build two connected models. A rolling forecast tied to your real drivers, so a change in volume, price, or headcount flows through to profit and cash instead of sitting in a static budget nobody revisits. And a 13-week cash flow that starts from the actual bank balance, times collections by when customers genuinely pay rather than when you invoiced, and lays outflows on their fixed dates: payroll runs, rent, debt service, tax deposits, the quarterly Jersey City payroll tax, and the New Jersey minimum tax. The output is the weekly cash floor and the week it goes negative, which is the number that lets you draw a line of credit early, chase specific invoices, or time a hire to a week that can carry it.
What you get: A rolling forecast and a thirteen-week cash model showing the shortfall week before it arrives.
Service 02
Pricing and unit economics
A healthy blended margin can conceal a category of work that loses money on every unit. Owners usually suspect which one and cannot prove it, so nothing changes.
How we handle it
We build margin at the level your business is actually managed at: per job for a contractor, per customer for a services firm, per product line for a seller, per location or per provider for a practice. Only the costs that genuinely follow the unit get allocated, because spreading overhead evenly is what makes every unit look average and hides the answer. What it usually surfaces is consistent: change orders never billed, a largest customer who is not the most profitable, one line funding the rest, and capacity sitting idle at a fixed cost. Then we act on it, repricing the work, renegotiating terms, or shifting capacity, and rebuild the pricing model so new work is quoted off real costs.
What you get: Margin by job, customer, or line, and the pricing decisions that follow from it.
Raising capital or watching cash tighten? Get a CPA-built model and cash plan before the next decision.
Fundraising, lenders, and the Jersey City capital map
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
Jersey City capital runs through three lanes. Debt, meaning Hudson County community banks, the national banks on the waterfront, 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 programs, meaning New Jersey Economic Development Authority financing and tax credit programs, Urban Enterprise Zone funding administered locally through the Jersey City Economic Development Corporation, and free advisory through the New Jersey Small Business Development Centers. Equity, which in this market often means the financial services economy itself: roughly 19 million square feet of Class A office space on the waterfront around Exchange Place and financial-sector employment across Hudson County in the tens of thousands, plus the development capital moving through Journal Square and Newport. 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 Jersey City capital.
Service 04
Board, investor, and lender reporting
Once there is an outside stakeholder, reporting stops being optional. Late or inconsistent packages cost credibility faster than a bad month does.
How we handle it
We build the monthly or quarterly package your audience actually reads: the metrics that matter for your model, variance against plan with a plain explanation of what moved, the cash position and runway, and the covenant calculations a lender will check. It arrives on the same schedule every period. Where there are loan covenants we track them continuously instead of finding a breach at quarter end, because a covenant conversation held early is a different conversation than one held late.
What you get: A board and lender package on a fixed schedule, with covenants tracked continuously.
Service 05
When a fractional CFO makes sense, and when it does not
An honest answer, because plenty of Jersey City companies do not need this yet.
How we handle it
It makes sense when the decisions have gotten big enough that being wrong is expensive: a raise or a refinancing, pricing you suspect is wrong, growth that is consuming cash faster than it produces profit, a board that needs real reporting, or an owner spending nights in spreadsheets instead of running the business. It does not make sense if what you actually need is clean books and a good tax return, which is a bookkeeping and accounting engagement at a fraction of the cost. We will tell you which one you need. Starting with the wrong one wastes money, and a CFO working from unreliable books produces confident answers built on bad inputs.
What you get: An honest read on whether you need a CFO yet, or better books and a better return.
FAQ
Frequently asked questions
What does a fractional CFO cost in Jersey City?
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.
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.
How much of your time do we get?
Enough to do the work in the scope, on a defined rhythm: a standing monthly or biweekly working session, the reporting cycle, and availability between them for the decisions that come up. You are buying a senior person's judgment on your specific problems, not a seat filled for a set number of hours.
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.
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.
