G Squared Partners

Case Study

How G-Squared Partners Brought Financial Clarity to a Growing AgTech Company

How G-Squared Partners stepped into the CFO role at a venture-backed AgTech company and gave its CEO and board numbers they could plan around.

Services

  • Outsourced CFO
  • Financial Modeling & Forecasting
  • Cash Flow Management
  • Board Reporting
  • Monthly Close
  • Transaction Processing

Overview

Some of our strongest relationships start long before the engagement does. In late 2025, a board member at a venture-backed AgTech company reached out to G-Squared Partners for help. More than a decade earlier, he had been the CEO of one of our clients, a company that eventually grew large enough to build its own finance team. He remembered the work we did for him and knew who to call.

The company he brought us into uses technology to monitor and control conditions throughout global food supply chains, keeping product from spoiling before it reaches the shelf. It had a promising product and committed investors, but its finance function wasn't giving leadership what it needed. Cash projections didn't hold up, and the board was losing confidence in the numbers.

Since early 2026, G-Squared Partners has served as the company's outsourced CFO and finance team. In that time, we’ve rebuilt its forecasting tools, taken over day-to-day finance operations, and put the processes in place for the company's next stage of growth.

Our Role Today

From day-to-day transactions to the boardroom

  • Board Board meetings and biweekly board calls in a CFO capacity
  • CEO Weekly cash flow meetings and scenario planning
  • Sales A revenue forecast the head of sales owns and updates
  • Operations Contracts, personnel processes, and inventory tracking
  • Finance Bill payments, invoicing, and the monthly close

The Challenge

Financials Without the Insight Behind Them

When we first met with the company, its finance function was split between an internal VP of Finance and an outsourced team that handled the books. The financials were getting done each month, but leadership wasn't getting the interpretation it needed to make decisions.

The disconnect showed up most clearly in cash. The company would operate in a false sense of security, believing it had several months of cash on hand, then find itself facing a cash crunch a few weeks later. More than once, it had to pull together funding at the last minute to make payroll. This created a cycle of challenges:

  • Unreliable Cash Visibility

    Leadership couldn't trust how long the company's cash would last.

  • A Model Nobody Could Use

    The existing financial model was so difficult to follow that it offered little help in planning.

  • Frustration at the Board Level

    Board members kept getting surprised, and their confidence in the numbers suffered.

  • Limited Support for the CEO

    As a first-time founder, the CEO needed a finance partner who could help her understand what the numbers meant for the business and what was coming next.

With every surprise, it became harder for leadership to plan ahead and for the board to trust the plan

Our Approach

A Financial Model the Whole Team Can Trust and Use

Our first priority was giving the company a forward-looking forecast it could rely on. We set the old model aside, kept the data inputs that were useful, and rebuilt the company’s financial model from the ground up so leadership could follow it and use it.

The new model includes scenario analysis, so the CEO and board can see what happens if a deal slips, a hire is delayed, or revenue comes in below plan. The company now has a clear picture of where it stands today, what's driving the forecast, and what the consequences are if key assumptions don't play out.

We presented the new forecast at the company's board meeting in March 2026.

We revamped the model so it would be easier to follow and easier to analyze, and we carved out the revenue forecast and gave it to the head of sales to update himself. The feedback we've gotten from him is that it's a lot easier to understand and easier to work with.

Bob DeVecchis Bob DeVecchis Director, G-Squared Partners

Taking Over the Finance Function

That same month, the company's VP of Finance departed, and G-Squared Partners took over the full finance function. Today, our team covers everything from day-to-day transactions to the boardroom:

  • Transaction Processing

    Paying bills and invoicing customers.

  • Cash Flow Management

    A weekly cash flow forecast, reviewed with the CEO every week.

  • Monthly Close and Reporting

    Closing the books each month and reporting on performance.

  • Quarterly Reforecasting

    Keeping the model current as the business and its pipeline change.

  • Board Support

    Jim Granja, Managing Director, attends the company's biweekly board calls and its board meetings in a CFO capacity.

  • Revenue Planning

    Working with the head of sales to review the pipeline and fold it into the forecast.

When you're inside the company, it's easy to put too much optimism into the revenue forecast. But if you over-promise the forecasted revenue, you end up getting burned when you think you don't have a problem and you do. It's a fine line, but because we've seen it so many times, we're able to give a different perspective.

Jim Granja Jim Granja Managing Director, G-Squared Partners

The Results

Confidence at the Board Level

Less than a year into the engagement, the company’s finance function looks very different. Each week, the CEO reviews the company’s cash position with our team, and the scenario analysis built into the new model shows leadership the impact of key decisions before they’re made. Planning has replaced the last-minute scrambles.

The change is just as visible in the boardroom. Board members have reiterated their confidence in the company’s financial governance in recent meetings, and that confidence has carried into fundraising. The company has raised additional capital as part of an expansion round that is still in progress, backed by the financial information our team prepares.

Toward the Future: A Path to Profitability

The company's goal for the next 12 months is to become EBITDA positive and cash flow positive. Much of our work with leadership now centers on what it will take to get there, from pipeline reviews with the head of sales to tighter processes across operations.

We're proud to support the company's leadership team as it works toward that goal, and grateful to the former client whose referral brought us together.

Is your company growing faster than its finance function?

At G-Squared Partners, we serve as an extension of your leadership team, building the forecasts, reporting, and processes your board and investors need to make decisions with confidence. Contact us today to learn how we can support your growth.

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