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FP&A
Bottoms-up budgets, rolling forecasts, board reporting packages, interim finance leadership, and 100-day post-acquisition plans built for PE operating cadence.
View FP&A details →
Forward Deployed Finance — accountable, AI-augmented CFO-level engineers working inside your PE-backed portfolio companies.
Most portfolio companies lack the finance infrastructure PE ownership demands — and an outside advisor writing recommendations from a distance won’t build it. Waylin forward deploys cross-functional Forward Deployed Finance Engineers into the company itself: system access on day one, a seat in the finance function, and ownership of the outcome. They build the model, engineer the data system, ship the agents that run on it, prepare the audit workpapers, and stand behind the result — leveraging AI wherever it accelerates output, and applying judgment where it matters. Leaner teams, faster execution, and accountability from start to finish.
Bottoms-up budgets, rolling forecasts, board reporting packages, interim finance leadership, and 100-day post-acquisition plans built for PE operating cadence.
View FP&A details →Custom data systems built with AI in the loop — ERP and CRM extraction, AI-native pipelines, agent-ready data layers, and purpose-built analytics. An enterprise warehouse when that is the right architecture, and a custom system when it is not.
View Data details →Purchase accounting, ASC 606/842 compliance, audit preparation, interim controllership, and exit readiness — institutional-quality books during periods of rapid growth or transition.
View Accounting details →Multi-agent systems, custom software, and production-hardened automation — from agents that own an entire finance or operating process to applications engineered for how your business actually runs.
View AI details →Deep experience across PE-backed industry verticals and the financial drivers that matter in each.
Liquidity Strain: Project write-downs, broken billing processes, and inconsistent collections pressured cash flow.
Limited Visibility: Fragmented systems and poor reporting slowed decision-making.
Fragmentation: Unintegrated acquisitions lacked a platform for cross-entity performance comparison.
Live Dashboards: Implemented live dashboards to provide real-time feeds into operational and financial information.
Liquidity Management: Deployed automated cashflow forecast; revamped processes around billings, expense controls, collections, and payables management.
Board Reporting Automation: Detailed board reporting was automated to alleviate time spent from management.
Improved Liquidity: Generated $3M+ in short-term liquidity from working capital improvements, including a ~10% reduction to DSO.
Performance Optimization: Identified underperforming PMs to drive resource reallocation and accountability.
EBITDA Uplift: Responsible for ~$10M in EBITDA improvements through cost reductions and improved project execution.
Incorrect KPIs: Management had been incorrectly reporting utilization, understating cost of unutilized time which impacted margins.
Limited Finance Bandwidth: Burden of sale process stretched lean finance team.
Limited Investment Bank Support: Broad auction process resulted in limited ability to thoroughly analyze company’s KPIs to best position business.
KPI Cleanup & Dashboards: Corrected previously overstated utilization reporting and created “live” PowerBI dashboards to update in real-time.
Bespoke Analyses: Developed bespoke analyses to help articulate revenue & margin trends to potential buyers.
Diligence Support: Provided additional capacity to field diligence responses to help lean finance team.
Improved KPI Visibility: Real-time visibility into KPIs enabled easy reconciliation of operational performance to financial results through buyer diligence.
Achievable but Aggressive Budget: Identified layers of conservatism in original sale process forecast, increasing forward marketing EBITDA that was still achievable.
Successful Exit: Additional capacity facilitated competitive process resulting in successful exit for family office owners.
Mis-aligned Incentives: Recent unbudgeted Medicare rate led to disproportionate bonus increases for employees not aligned with company goals.
Fragmentation: Inconsistent compensation plans across various acquired entities.
Developed Dynamic Compensation Model: Built employee level compensation model that enabled sensitivity analysis of key business drivers and created corresponding bonus plan matrix and employee communication documents.
Developed Relevant KPI List: Worked with internal finance team to develop appropriate metrics to ensure compensation plan fully aligned with performance targets.
Projected Future Compensation: Ran various performance scenarios to ensure scalability of new plan based on revenue and margin scenarios.
Revenue Uplift: Better alignment of incentives for front-line employees helped realize an 18% uplift in YoY same-store revenue 12 months after rollout.
Automated Accrual Calculations: New model automated calculation of accruals on monthly basis replacing time consuming manual process previously in place.
Founder-Owned Business: Company was recently acquired by private-equity firm in connection with entrepreneurial founders.
Outsourced Bookkeeper: Founders outsourced accounting to local CPA firm and did not complete reviewed or audited financials.
Cash Basis Accounting: Significant timing difference between revenue being earned and cash being collected resulted in lack of clarity on business performance.
System Limitations: Company had outgrown QuickBooks and was looking to implement NetSuite.
Cash to Accrual Accounting: Implemented accrual-based accounting in accordance with GAAP including booking all transaction-related open balance sheet entries.
Finance Lead for NetSuite Implementation: Served as finance lead for system implementation including working with NetSuite team to establish timeline & scope and managed historical data upload.
Split P&L by Business Line: Developed divisional P&L to provide insight into new line of business performance.
Professionalized Finance Function: Implementation of GAAP and completion of audit enabled PE firm to shift strategic priorities towards value creation and M&A.
Completed Phase One of NetSuite Implementation: Successful implementation fulfilled highest-priority operational initiative within first year of PE firm ownership.
Implemented Internal Controls: Established expense polices, expense approval system, and separated AP responsibilities to lower risk of fraud and wasteful spending.
Full-Capacity Manufacturing Facilities: Maxed-out capacity left organization looking for a detailed view of SKU profitability to prioritize certain customers or products.
Operational Inefficiencies: Fragmented systems from unintegrated acquisitions.
BI Tool Implementation: Designed and implemented real-time dashboards that provided visibility into profitability by SKU, customer, product family, end market, category, etc.
Product-Level P&Ls: Built dynamic P&Ls with drill-down capabilities into product and category views.
Forecast Optimization: Developed bottom-up SKU forecast model that accounted for product volume shifts more accurately than previous top-down approach.
EBITDA Growth: Terminating and renegotiating with unprofitable customers resulted in ~$5M EBITDA improvement.
Tell us about your portfolio company and we’ll scope a team tailored to your specific needs and timeline.
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