I turn Startups > Scaleups. PMF and PLG. I write about it at growth-goals.com ✉️ - check it out

👋 I'm Andrew. I love fast-growing Startups. Ex-founder, small-time investor, and I write about Growth/PMF/OKRs.  

I've built high-growth companies in London and Silicon Valley. Over the years, I've sat on all sides of the table as a founder, investor, operator, and advisor. Currently, I have an AI and web3 bias, but I have been everywhere. 

During this journey, I created the Growth/OKR process Core & Explore™, which is now used by thousands of Startups and some large companies. 

Previously, I graduated 500 Startups; was an EIR at Seedcamp; led product and growth at my own Startup; mentored and advised VC funds; and helped behind the scenes at the founder community ICE.

Andrew Crump

Zanda. 

Different from the others.

First and foremost we're people in the people business. We're not traditional - that's not what our industries want or need!

We live and breathe Tech and Digital. Bootstrapped, Seed or Series A/B/C company? We like nothing more than helping fast-growth ventures and the entrepreneurs behind them. 

If you're into Digital Media or if Tech is more your thing; SaaS, AI, Robotics, AdTech, PropTech, HealthTech, BioTech, FinTech, EdTech, ConsumerTech - We're experts in the industry and know the leadership required to take a business to the next level.

Zanda is especially passionate about working with ethical organisations - be it those protecting our environment, promoting mindful working, tackling diversity in the workplace or making sustainable living more convenient.

We offer support across the board: Chairman & NED Search, CFO Search, Senior Finance Search, Interim Solutions and Advisory Services. 

Our values; Honest, Ambitious and Expert.

www.zandasearch.com

Dav Masaon

Have you checked in with someone this week to see how they’re really doing?

The first week of the year can bring a lot of anxiety, myself included. 

There’s pressure to start strong, set the tone, and make sure everything goes to plan. Ambition is high, and disappointment isn’t something we factor into our thinking… but it often shows up anyway.

I’ve spoken to a few friends this week who are quietly battling right now, and my thoughts are with them.

Mental wellbeing can be especially tough at this time of year. If you’re feeling it or even if you’re not reach out to someone and just talk. I promise it helps more than you think. For you, and for the other person too. 

Sometimes people just need to know someone is there and willing to listen.
I may not know many people in my network personally, but if you ever need a chat or a sounding board, I’m more than happy to help in any way I can.

#mentalhealth #itsgoodtotalk #askforhelp #yougotthis #wegotthis

Co-Founder | Supporting high growth Tech and Digital Start-ups / Scale-ups with CFO hires in New York

“We need a CFO who’s raised $200M+ in a single round.” 🤔 

This is a real conversation!

👉 Client: “I need someone who’s raised $200M+ in at least one equity round. They’ll come in as CFO and steer the next raise.”

✅ Candidate: “I’ve raised up to $80M in a single round. I have the network, pattern recognition, and understanding of the process; I can lead larger rounds.”

👉 Client: “No. We need someone with $200M.”

So the question: Is this the right judgment call?

🎯 Why this requirement exists 

From a board/CEO perspective, the logic is understandable. At scale, a $200M+ round introduces:
✅ More complex syndicates
✅ Global investors
✅ Higher valuation risk
✅ Greater scrutiny on governance, forecasting, narrative
✅ Little tolerance for “learning on the job”

Hiring someone who’s done it feels like risk mitigation.

But here’s the tension 👇 

1️⃣ Fundraising is not a binary skill - Raising $80M vs $200M isn’t a linear jump, it’s not a different profession. 

Core competencies are the same:
✅Building & controlling the investor narrative
✅Managing data rooms, diligence, momentum
✅Navigating partner dynamics within funds
✅Running parallel processes & protecting optionality
✅Knowing when to push, pause, or walk away

The difference is scale, not fundamentals. And scale is often a function of:
✅Market timing
✅Company trajectory
✅Existing investor base
✅Valuation context

Not just the CFO! 

2️⃣ Real risk isn’t round size
Assuming “$200M once = automatic repeat success” is flawed. Past experience reduces risk, doesn’t eliminate it.

I’ve seen:
👉 CFOs who raised huge rounds in perfect markets struggle in tighter ones
👉 Leaders with “smaller” rounds outperform because they understood leverage, positioning, psychology
👉 First-time big-round CFOs succeed if deeply involved in prior raises

My take... $200M+ can be valid for late-stage, high-stakes situations, but used rigidly it often filters out:
✅Strong CFOs ready for the next level
✅Leaders with judgment but fewer headline moments
✅Candidates whose upside matters more than past market conditions

The best CFO hires aren’t always the biggest numbers. They’re the ones who understand how & why numbers moved, and can do it again when conditions change.

Better questions to ask instead of anchoring on a number: 😉 
✅How central were you to the raise? (Led vs supported)
✅What broke, and how did you fix it?
✅How did you handle investor pushback?
✅What would you do differently next time?
✅Who actually follows your call, investors or advisors?

These answers matter more than “$80M vs $200M.”!

New CFO? Here’s how to reassess and reorganise the finance function without breaking trust 🎯 

One of the hardest parts of stepping into a new CFO role isn’t the numbers. It’s deciding what to change, what to protect, and what to leave alone… for now. The strongest CFOs I see take a structured approach 👇

1️⃣ Start with listening, not restructuring 
Before changing org charts, understand how finance is experienced across the business. Where does it add value? Where does it slow things down? What decisions does it enable, or block? 

2️⃣ Reassess finance’s role, not just its shape 
Is the function primarily transactional, or truly commercial? Clarify what finance should own versus influence, and where it needs to partner more closely with the business. 

3️⃣ Separate capability issues from capacity issues 
A team that’s overwhelmed doesn’t need a reorg, it needs simplification, automation, or clearer priorities. A team lacking commercial judgement needs development or targeted hiring. 

4️⃣ Reorganise around outcomes, not job titles 
The best finance teams are designed around: 
✅ insight 
✅ control 
✅ decision support 
✅ pace not legacy reporting lines. 

5️⃣ Move in phases 
Quick wins build credibility. Bigger structural changes land better once trust is established. 
Reorganising finance isn’t about “making your mark.” It’s about building a function that scales the business, sharpens decisions, and earns influence. 

What’s the first thing you reassess when stepping into a new CFO role? 🤔

🚀 New Controller opportunity!

We’re partnering with a high-growth, private equity–backed technology company on the appointment of a Controller to build and lead the accounting function as the business scales rapidly.

About the company:
✨ Category-leading technology platform
🏢 Supporting mission-critical operations for a large base of commercial customers
🌍 Significant footprint across the U.S. with an expanding international presence
📈 Strong, sustained revenue growth with ongoing product and market expansion
🎯 Long-term ambition to become a core infrastructure platform within its industry

The opportunity:
This is not a traditional “keep-the-lights-on” Controller role. You’ll play a key role in building the financial foundation of a fast-scaling business, partnering closely with Finance leadership and the executive team as the company grows in complexity, scale, and ambition.

You will:
➡️ Own and scale the end-to-end accounting function (GL, close, reporting)
➡️ Lead monthly, quarterly, and annual close with speed and accuracy
➡️ Build and maintain strong internal controls and accounting policies
➡️ Partner cross-functionally with FP&A, Product, and Operations
➡️ Manage audits, tax compliance, and external advisors
➡️ Drive systems, process improvements, and automation
➡️ Support long-term strategic initiatives, including pre-IPO readiness

What we’re looking for:
✅ 7–12+ years of accounting experience, including leadership in high-growth environments
✅ Strong technical accounting foundation (US GAAP; tech/SaaS experience preferred)
✅ Experience scaling accounting processes in PE-backed or growth-stage companies
✅ Hands-on leader comfortable building teams and infrastructure
✅ Experience with audits, controls, and complex revenue and/or inventory models

If you’re a Controller who enjoys building from scale-up to enterprise and wants to help shape a rapidly growing technology platform from the inside, let’s talk!

Starting the year with real momentum 🚀 

I’m currently partnering with three hyper-growth Series B/C companies in NYC to hire exceptional CFOs.

These businesses are moving fast, with major milestones planned over the next 12–18 months, and they need CFOs who have been there before and can scale with confidence.

If this sounds like you, let’s talk:

✅Led or played a key role in a $200m+ raise (single round)
✅IPO readiness experience (public mindset, even if not through the bell)
✅Can clearly articulate a recent hyper growth journey you’ve been part of
✅Know how to build a modern, AI enabled finance function
✅Based in NYC / Tri-State and happy with 2–3 days in Manhattan

These are career defining roles for CFOs who want real influence, pace, and complexity.

📩 DM me if you’d like a confidential conversation or tag someone who should see this.

#CFOJobs #CFOHiring #NYCTech #VentureCapital #FinanceLeadership #HyperGrowth

Last year we saw a strong return of IPO activity, and many companies we’re advising are now prioritising IPO-readiness experience in CFO mandates.

However, in recent conversations with CFOs, including at our roundtables, opinions remain divided on whether going public is actually the right move for scale-ups.

Curious to get your view 👇

Based on the scenarios below, which company is best suited to pursue an IPO in the next 12–18 months?

Scenario A: The profitable operator

✅Revenue: £320m ARR, growing 22% YoY
✅EBITDA margin: +18%
✅Strong recurring revenue, low churn
✅Predictable cash flows, limited customer concentration
✅Growth slowing but highly efficient
✅IPO rationale: liquidity + brand credibility

Scenario B: The high growth challenger

✅Revenue: £180m ARR, growing 65% YoY
✅EBITDA: –10%, but improving rapidly
✅Clear path to profitability within 24 months
✅Large total addressable market, strong narrative
✅Significant investment in product and expansion
✅IPO rationale: capital to accelerate growth

Scenario C: The complex scale-up

✅Revenue: £420m ARR, growing 30% YoY
✅EBITDA margin: +8%
✅Multiple geographies and revenue streams
✅Heavy reporting, compliance, and systems complexity
✅Recent private equity involvement
✅IPO rationale: partial exit + governance reset

Scenario D:

👉 None of the above – staying private makes more sense

#cfo #ipo #tech #startup #scaleup #newyork

Based on the scenarios, which company is best suited to pursue an IPO in the next 12–18 months?

The author can see how you vote. Learn more

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