Virtual CFO in St Leonards / Crows Nest

Your numbers in 90 days. Fixed scope, fixed price, then it stops.

St Leonards and Crows Nest run on the Royal North Shore medical precinct, the engineering and professional services firms in the St Leonards towers, and the Willoughby Road hospitality strip.

High-value work, and cash that rarely runs on a clear forward view. The 90-Day Number builds the layer your bookkeeper was never meant to own, and hands it over on day 90.
See if you're a fitBook a 30-min intro
Senior finance for $2m-$15m Sydney businesses. The work is led by Chartered Accountants, with experience across public, private, and owner-led businesses.

Every virtual CFO sells a retainer. We sell a deliverable.

$17,850

+ GST
That is $5,950 a month for three months, then it stops. Fixed. No retainer pressure after day 90.
what's included

Four deliverables. Two modules. One fixed price.

Everything that lands in your hands by day 90, built around how a St Leonards practice or firm actually runs. No more, no less.
1
A simple 13-week cashflow model
Tied to procedure billing and payor mix for a practice, WIP and progress payments for a firm, or weekly takings and supplier runs for a venue. Five minutes every Monday and you know what is in the bank across the quarter.
2
Three KPIs that drive the week
For a practice, revenue per specialist or list, theatre and room utilisation, and payor mix. For a firm, utilisation, realisation, and lock-up days. Set to your model, reviewed every Friday.
3
A 12-month budget
For a practice, revenue per specialist or list, theatre and room utilisation, and payor mix. For a firm, utilisation, realisation, and lock-up days. Set to your model, reviewed every Friday.
4
A one-page board readout you want to read
Revenue, margin, cash, KPIs, headcount, on a single page. The page you would hand a bank, a partner, or yourself in twelve months. No eighty-slide pageantry.
5
Headcount & Capacity Planning
Maps your hiring plan to revenue, cash, and output. Whether list utilisation supports the next specialist, or covers support the next venue. Trigger logic for when you commit.
6
Margin & Pricing
Gross margin where it lives: by procedure and payor for a practice, by engagement for a firm, by venue and menu for hospitality. Pricing scenarios modelled. The numbers behind a real business, not a busy one.
who it's for

Built for $2M to $15M St Leonards and Crows Nest owners past instinct, short of a CFO.

Three profiles where the 90-Day Number consistently lands here.

The specialist or day-surgery practice.

You run a specialist practice, day surgery, or diagnostics business around Royal North Shore and North Shore Private.

Revenue $4M to $8M, procedure-based and high-value, but the levers are theatre and room utilisation and a payor mix of Medicare, private, and no-gap that makes a clean forward view hard.

The engineering or professional services firm.

You run an engineering, consulting, or advisory firm in the St Leonards towers along the Pacific Highway and Christie Street.

Fee revenue $5M to $8M, the work is steady, but utilisation and lock-up are not tracked and cash tightens when a project payment runs late. Profitable, with the forward view missing.

The Crows Nest hospitality group.

You run one or two venues on the Willoughby Road strip. Revenue $3M to $6M, with margins thin and cash swinging with covers, rosters, and supplier terms.

You need site-level numbers and a forward view, not a quarterly P&L that arrives after the quarter is gone.

why owners pick this

Why St Leonards owners pick this over an indefinite retainer.

Four reasons the structure of the 90-Day Number works where the standard virtual CFO retainer does not.
A 90-day decision point
The standard offer is an open-ended retainer at $4K to $8K a month with no end date. You sign on in March, cannot tell if it is working by July, feel awkward cancelling by September. This ends on day 90 by design. You decide what is next: continue, project work, or wrap with the four deliverables.
One fixed price, on the page
$5,950 a month for three months. $17,850 total, fixed. Not "from $X", not "$300 an hour", not "scoped after a discovery call". You price your range to a margin and a landed cost. You should expect a CFO to price their own work.
One named CFO, every week
Same person on day one, day forty-five, day ninety. Not a roster, not an account manager between you and the senior. You meet your CFO on the intro call and they run the engagement. Founder-direct, no layers.
Four documents, not eighty slides
We hand over the cashflow model, the three KPIs, the budget, and the one-page board readout. If it does not fit in those four documents, it is not strategic finance. It is theatre.
If your virtual CFO can't tell you the deliverable on day 90, you don't have a virtual CFO. You have a retainer.
how to start

Four weeks to a finance function. Twelve more to operate it.

Book a 30-minute intro. We talk through your stage, your numbers, and what you are trying to work out.

We can meet in person around St Leonards and Crows Nest, or over a call.If the 90-Day Number is a fit, we send a scoping doc within 48 hours and start the following Monday.

The diagnostic lands at the end of week one. The model is working by week four. The board readout is in your hands on day 90.
Book a 30-min intro

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Frequently Asked Questions

The questions founders ask before signing. Plain-English answers.
Do you work with St Leonards specialist and day-surgery practices?
Yes, they are a core part of the work here. The Royal North Shore and North Shore Private precinct is dense with specialist practices, day surgeries, and diagnostics between $2M and $15M. The recurring gap is the same: high-value procedural work, and no clear forward view of cash because list utilisation and payor mix are never modelled. That is the layer a virtual CFO builds.
We are an engineering or professional services firm in the St Leonards towers. Is this for us?
It is. The St Leonards strip along the Pacific Highway and Christie Street has a strong engineering and consulting cluster. The numbers that matter are utilisation, realisation, and lock-up, and cash tightens when a project payment runs late. The 90-Day Number gives you a 13-week cashflow and KPIs built around fee-based, project-driven work.
We run a Crows Nest hospitality venue or group on Willoughby Road. Does this fit?
Yes. The Willoughby Road strip is one of the North Shore's busiest dining precincts, and the finance shape is specific: thin margins, cash swinging with covers, and labour and food cost as the levers. We build a 13-week cashflow and a budget you can run venue by venue, with the KPIs that actually move the result.
What does $17,850 +GST buy a St Leonards owner?
Three months of senior virtual CFO work and four named deliverables: a 13-week cashflow model, three KPIs, a 12-month budget, and a one-page board readout. Plus two modules, headcount and capacity, and margin and pricing. Fixed price, billed as three monthly payments of $5,950, then it stops.
How is this different from my accountant?
Your accountant handles the backward view: tax, structuring, compliance, year-end. We handle the forward view: cashflow, budget, KPIs, the decisions in front of you this quarter. Most owners need both. We work alongside your accountant, not instead of them.
Do you meet in person around St Leonards and Crows Nest?
Yes. We can meet around St Leonards and Crows Nest for the kickoff and key sessions, and run the weekly cash and KPI reviews remotely. Most of the work between calls is async. The point is the rhythm, not the commute.
Our billing mixes Medicare, private, and no-gap. Can the model handle that payor mix?
Yes, and for a St Leonards practice this is often the first thing we untangle. Each payor pays differently and on different timing, which distorts cash. We build the payor mix into the 13-week cashflow and track it as a KPI, so you can see how the mix drives both revenue and the timing of when it lands.
What KPIs make sense for a specialist practice or day surgery?
Usually revenue per specialist or list, theatre and room utilisation, and payor mix, though we set them to your practice in week one. The test is three numbers that move revenue, margin, or cash, reviewed every Friday, not a thirty-metric dashboard nobody opens.
We are adding a specialist or a theatre list. Can you help us decide?
Yes, that is a common reason owners start here. The headcount and capacity module costs the next specialist or list against your current utilisation, payor mix, and cash, so the decision is quantified rather than a hunch. If you later need a deeper expansion model, we scope that separately as a project.
We have outgrown the bookkeeper but cannot justify a finance hire. Is this the in-between step?
Yes, that is the exact gap. A full-time finance lead at this stage is a $200K to $300K commitment with super, leave, and recruitment on top. This builds the layer that hire would own, hands it over documented, and leaves you running it for a fixed $17,850.
What happens after day 90?
You have the four deliverables and a working operating rhythm. We have a short conversation about what is next, with three honest options: continue on an optional monthly retainer with no lock-in, take on a scoped project, or wrap with the deliverables and stay in touch.
Is there a lock-in or minimum term?
No. The 90-Day Number is fixed at $17,850 +GST and ends on day 90. It does not auto-renew. If you continue afterwards, that is month to month with no lock-in either. You decide what is next, not a contract.
Pitt Street, Sydney
Chartered Accountants Australia & New Zealand Member
hello@sydneyvirtualcfo.com
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