Many growing companies don't have a cash problem—they have a financial visibility problem. I help $[X]–$[X] growth-stage companies gain the financial clarity, forecasting discipline, and capital visibility needed to scale with confidence.
Senior financial leadership across the areas that most directly protect your cash, defend your margins, and turn raw numbers into decisions you can make with confidence.
Checking the bank balance and hoping is not a cash strategy. I replace that uncertainty with a forward-looking cash model — a 13-week view that shows your real runway, where the money is actually going, and what each scenario does to your position before you're forced to find out the hard way.
Growth you can't measure is expensive guesswork. I build the reporting layer that pinpoints where you're beating plan, where margin is quietly leaking, and which line items need a decision now — long before your board has to ask the question for you.
Top-line growth means little if margin is eroding quietly underneath. I audit every line of spend — vendor contracts, overlapping software, payroll structure — and recover the profit your P&L is silently handing away, then put controls in place so it stays recovered.
A budget should be a working instrument, not a wish list filed in January and forgotten by March. I build living budgets tied to real drivers — headcount, revenue, vendor commitments — and set guardrails around spend so overruns surface in weeks, not quarters. You stop reacting to cost surprises and start steering them.
"Hillel didn't just clean up our general ledger; he restructured our entire growth narrative. His forecasting model gave the Series B lead investor term sheet confidence from day one."
CEO, Series B SaaS · name withheld under NDA"We were growing fast but burning cash faster. Hillel identified the exact operational leaks within 3 weeks, turning a critical burn rate into a sustainable, profitable engine."
Founder, B2B Services · name withheld under NDA"Post-merger integrations are usually reporting nightmares. Hillel standardized our corporate dimensions in record time, delivering a unified board package that kept stakeholders fully aligned."
VP Finance, Healthcare · name withheld under NDA*Illustrative metrics and case studies shown for demonstration purposes.
If more than one of these sounds familiar, it usually means the business has outgrown its current level of financial visibility — not that you're doing anything wrong. Each is a signal that senior financial leadership would pay for itself.
Do you find yourself constantly juggling incoming payments against monthly expenses — stressed about whether there's always enough cash for payroll, vendors, and the next growth move?
Are you struggling to see which products, clients, or channels actually make money — making it hard to focus time and capital on what genuinely works?
Is your budget more of a wish list than a working tool — leaving you unprepared for real expenses and unable to plan ahead with any real confidence?
Do you have a nagging feeling that money is being wasted somewhere, but lack the tools and expertise to pinpoint exactly where costs can be optimized?
Are real opportunities passing you by because you're not confident enough in your financial position to make the bold moves — hiring, investing, expanding — that growth demands?
Would clear, decision-ready financial insight help you make better calls on hiring, new projects, or entering new markets — instead of relying on gut feel?
At ProfitUp Financials, I partner with founders of U.S. technology service companies — IT services firms, digital agencies, software studios, cybersecurity and automation practices — whose revenue is climbing while the bottom line stays a black box. Too often the only answer to “how’s our margin?” is “I’ll know once the accountant closes the books,” which is hope, not a strategy. My work replaces that guesswork with real clarity: a profitability deep-dive that shows which services and clients actually earn, cash-flow models that tell you whether you can afford the next hire, budgets that steer growth instead of chasing it, and a hard look at the hidden leakage established firms quietly miss.
I bring over fifteen years of senior financial leadership to that work — controller roles at Mobileye and Oramed Pharmaceuticals, five years in audit and consulting at Deloitte, and the credentials of a licensed CPA with an MBA in Financial Management. Where a bookkeeper organizes the past and a tax CPA keeps you compliant, I look forward, translating complex numbers into the next decision you should make — the same thinking behind my book, Smart Numbers, Real Growth. Ready to stop guessing? Book a discovery call or send me a message.
How Tech Service Owners Build
Scalable and Profitable Businesses
Smart Numbers, Real Growth is the book I kept wanting to hand clients in week one. It takes the financial statements, profitability, budgeting, and cash-flow questions that tech service owners wrestle with and translates them into plain language — no accounting degree, no jargon, no two-hundred-page detour through theory.
Each chapter pairs a concept you can act on with the exact numbers behind it, so you finish knowing not just what to look at, but what it means and what to do next. It’s the printed version of the work I do in engagements: turning a confusing spreadsheet into a clear, confident decision.
Written for founders of IT services, digital agencies, software studios, cybersecurity & automation firms who are done flying blind.
Advising U.S. technology service companies on profitability, cash flow, forecasting, and the financial decisions behind scaling — and authoring Smart Numbers, Real Growth.
Led complex consolidations, group reporting, and global financial strategy across high-growth technology and life-sciences organizations.
Five years delivering audit and advisory engagements for high-growth companies — the analytical foundation behind everything I do today.
Every week without clear financial visibility costs you — in missed margin, in bad hires, in capital left on the table. Most founders don't need more data. They need someone who can turn the data into decisions.
A discovery consultation takes [X] minutes. I'll assess your cash position, reporting structure, and the financial blind spots that are quietly costing you the most.
Trusted by founder-led technology service businesses. No pitch decks. No fluff. Just financial clarity.