We care about what the numbers mean for the next decision.
Businesses rarely lack numbers. The harder problem is knowing which signals matter, what is changing and what to do next.
Founders often carry financial questions longer than they should. The reports and spreadsheets exist, but the connection between the numbers and the next decision stays unclear.
Simplify is built on six years inside startups, most of it inside one healthcare business from its early stage through to the founding team. In that time finance went from closing the books to carrying planning, unit economics, investor reporting and pricing decisions. That is the gap we work on with founders now.
Six years inside startups, most of it inside one business as it grew
- Six years inside startups
- From core finance into FP&A, financial modelling, unit economics, investor reporting and business performance.
- Four years inside one healthcare business
- From its early stage through to the founding team, across the stages where finance stops being bookkeeping and starts carrying decisions.
- A $3 million ARR business
- Finance, reporting and performance management, seen from the inside as the business grew.
- Cross-functional work at scale
- Initiatives spanning more than 150 people, and KPI frameworks built so that reviews had actual numbers behind them.
- Fundraising from the inside
- Investor MIS, quarterly reporting and the preparation that happens before anyone opens a data room.
- One startup that did not work
- A startup tested on demand and cost structure, and stopped when the economics did not hold.
What we work on.
Understanding the drivers behind results.
Looking ahead and testing decisions before they are made.
Making finance easier to run.
Preparing the business before scrutiny.
Business before spreadsheets.
01Finance should help decisions, not just record them.
02More data is not automatically more clarity.
03Looking backward should improve what happens next.
04Good analysis has to lead somewhere practical.
How we work.
- 01Understand
Start with the business, not the spreadsheet.
- 02Find the signal
Separate what matters from the reporting noise.
- 03Turn it into action
Leave with priorities, not just observations.
Founder-led businesses where finance has become too important to leave as an afterthought.
The business is growing faster than the finance function.
There are more decisions, but not enough financial clarity.
Too many finance questions still come back to the founder.
The business is preparing for investor scrutiny.
Who Simplify isn’t for.
An accountant is the right answer for keeping the records correct and filing what has to be filed. This starts from those records rather than producing them.
Someone in the business every day sees things a part-time arrangement will miss. If that is what the business needs, hiring is the better call and I will say so.
Preparing the business for scrutiny is the work. Making the introductions, or writing the pitch, is somebody else's.