Resources

As the year draws to a close, most CFOs are heads-down finalizing budgets, locking forecasts, and closing the books. That focus is necessary — but it often leaves little room to step back and assess where hidden risk may be accumulating. Tax exposures, compliance gaps, and outdated financial processes rarely announce themselves during routine month-end closes. They surface later, under pressure, when time and options are limited.

As 2025 comes to a close, many founders and CFOs revisit a familiar question: should we defer expenses to next year? In theory, pushing costs into the future can preserve cash, smooth taxable income, and improve short-term financial optics. In practice, poorly executed deferrals can distort performance, complicate reporting, and raise compliance concerns.

As 2025 comes to a close, founders thinking about acquisition — or even just staying open to the possibility — should be asking a simple question: would a buyer trust our numbers today? Exit-ready financials don’t just make a company look polished. They shape valuation, speed up diligence, and influence how much leverage founders retain once conversations begin.

As 2025 comes to a close, many SaaS founders are running into the same tension: how to report revenue accurately without triggering unnecessary tax exposure or confusing investors. At the center of that challenge is deferred revenue — cash collected from customers for services that haven’t yet been delivered.

The startup CFO is changing — fast. In 2026, financial leadership will no longer be defined by gatekeeping or historical reporting. Founders don’t just need someone to “keep the books.” They need a partner who sees around corners.

In today’s competitive landscape, a finance function that simply reports on what already happened is a luxury that startups can no longer afford. The modern CFO is no longer just a historian of the company’s finances; they are a key navigator, charting the course forward. This shift from a reactive stance—characterized by frantic firefighting, budget overruns, and missed opportunities—to a proactive, opportunity-driven approach is what separates startups that merely survive from those that truly thrive. In an era defined by speed and uncertainty, founders need a financial leader who doesn’t just manage the numbers but actively shapes the strategic direction.