Hey Twitter — we’re sebCFO. A finance partner for founders who wants to build scaleable businesses. We’ve seen too many startups burn through good money with bad systems. Not because they’re reckless — but because no one ever showed them what their numbers really mean.

Growth hacking is easy; cash discipline is leadership. 👉 Celebrate margin milestones, not just MRR.

“We’ll raise soon” isn’t a plan. 👉 Extend runway 3 months by cutting burn 10%. It’s math.

Scaling before stabilizing burns you twice. 👉 Nail cash conversion before hiring.

Review bank balance every morning. 👉 Financial awareness is a founder’s sixth sense.

Pay yourself something—even small. 👉 Founders underpaying themselves distort runway math.

Cash in ≠ yours yet. 👉 Park tax/VAT/operating reserves in separate sub-accounts.

Offer upfront billing for a small discount. 👉 10% off now beats 0% later.

Stop agreeing to verbal payment promises. 👉 Always have written terms + sign-off before kickoff.

If customers ask for 90-day terms, offer 60 with a 2% early-pay discount. 👉 Cash > margin.

Invoice same day you deliver value. 👉 The sooner you bill, the sooner you breathe.

Add late fees? Works better as a conversation starter than punishment. 👉 Frame it as “small incentive for timely payments.”

Most founders hate chasing payments. 👉 Automate reminders: D+3 email, D+7 text, D+10 call.

Revenue heals all wounds—but timing kills startups. 👉 Forecast inflows like oxygen: run “cash runway if zero sales” scenarios.

Waiting 60 days for client payment? You’re not a bank. 👉 Move to NET-15 with early-pay discounts.

Cashflow ≠ Profit. You can be “profitable” on paper and still broke in practice. 👉 Track inflows/outflows weekly—not monthly.

Consolidate numerous small angel cheques into a single SPV or syndicate so that only one line appears on your cap table.

Clearly define board roles and reserved matters. Limit investor rights to major decisions, and appoint a lead investor to represent small investors so you aren’t juggling multiple consent requirements.

Use standardized documents (SAFEs or broad‑based convertible notes) and digital platforms to minimize legal fees and complexity

Recognize fundraising as part of the job and build resilience. Manage stress by setting aside dedicated time for fundraising and leaning on advisors and peers; don’t let rejections erode focus.

Qualify investors carefully and target those who invest at your stage and in your sector. Group multiple small cheques via syndicates or platforms to reduce repeated pitches.