A one-operator finance firm for owner-operated businesses.
The operator is the deliverer. The system is what makes the deliverer scale without diluting the work. The structure is on purpose, and the rest of this page is the substance behind that choice. A real firm and a freelancer in product packaging look almost identical from a homepage. The difference shows up here.
What this firm is.
A finance leadership firm for owner-operated B2B businesses, $2M–$15M in revenue. Two offers. The Control Sprint, a 10-business-day fixed-fee diagnostic that produces a working cash and profit model and an owner decision pack. The Engagement, a monthly retainer for owners who want the model and cadence kept current after the Sprint.
One method, two delivery shapes. The Sprint stands on its own. The Engagement starts only when the Sprint client decides to continue.
The operator gap this firm closes.
Owner-operated businesses between roughly $2M and $15M sit in an awkward finance gap. Bookkeeping and tax compliance handle the past. A full in-house finance team is usually too expensive or too slow to hire. Fractional CFOs sit in the middle, with mixed outcomes that depend heavily on the individual on the other end of the engagement.
What is missing is decision-grade operating finance: a forward cash view, a profit and margin map, a risk register, and a clear read on which numbers can actually be trusted. Most owners run cash from the bank balance and instinct, and run profit from the line at the bottom of the P&L. That is enough to keep the lights on. It is not enough to make a hire, hold a price, take an expansion call, or refuse a contract that quietly destroys margin.
Infraxus is built for that specific gap. Not the bookkeeping gap. Not the audit gap. The decision gap.
How this firm is built to run.
Four principles that decide what gets built, who builds it, and what leaves the building.
Decision-grade outputs, not reporting outputs.
Most finance work in the owner-operated segment ends at reporting. A monthly P&L. A balance sheet. A dashboard. Useful as record-keeping. Often useless when an owner has to decide whether to hire, hold a price, take a contract, or break a lease. Infraxus is built to produce decision-grade outputs only. Every model is structured to answer the specific question that triggered the engagement. Every commentary names what to do, not just what happened. If an output cannot be used to decide something, it does not ship.
Founder-led by design. Analyst support is a tool, not the product.
This is a one-operator firm by deliberate choice, not by lack of resources. The founder builds the model, reviews the findings, writes the commentary, and runs the delivery call. Analyst support and AI-assisted analysis are used for data preparation, reconciliation, and modelling work where judgment is not yet required. Findings, interpretation, and recommendations are not outsourced. Skipping the freelancer-to-agency transition is the point. The firm does not scale by hiring junior staff to deliver senior work. It scales by building tooling that lets the operator deliver senior work faster.
Client-owned calculation engines. No lock-in dependency.
Every model is delivered in the client's own Excel or Google Sheets workbook. The calculation engine is visible, auditable, and portable. Cash logic, working-capital cycle, margin breakdown, scenario layer, and the assumption block are all named ranges the client can trace, change, and pressure-test. If the engagement ends at the Sprint, the workbook is already theirs. If an Engagement ends later, the workbook stays with them and the Portal is decommissioned. There is no proprietary calculation layer that must be subscribed to in order to keep using the work.
AI is mechanism, not headline.
AI-assisted analysis sits inside the build process. It is not the offer. The buyer does not need a chatbot. The buyer needs a finance pack they can stake a hire on. AI shortens the path between raw accounting data and a reviewed model: faster reconciliation, faster anomaly surfacing, faster draft commentary. Every output is then reviewed by the founder before it leaves. The AI layer is invisible by intent. The credibility carrier is the work, not the technology stack behind it.
Liam Collier.
Liam started in Business Advisory at BDO New Zealand, working with owner-operated and mid-market businesses up to roughly NZ$100M in revenue. The work was advisory, forecasting, reporting, and helping owners interpret the numbers behind decisions. He then moved into industry as a finance business partner inside an Australian mid-tier law firm, working across cash visibility, management reporting, profitability analysis, and partner reporting. Direct client work since.
The path matters because each role exposed a different angle on the same gap.
Advisory built the pattern recognition. Working across a wide cross-section of owner-operated businesses showed where cash actually breaks, where margin actually leaks, and where standard reporting falls short of the decision the owner is trying to make. Most owner-operated businesses do not have a unique problem. They have a familiar problem they cannot see clearly, because they are inside it. Advisory work was the first exposure to the diagnostic discipline that the Sprint runs on now.
The operator role taught what reporting looks like when the user is the leadership group actually running the business. Cash visibility, weekly cadence, profitability by client and by team, and the kind of management reporting that gets read because it drives a decision next week, not next quarter. The bar for "useful" moved from quarterly advisory to weekly operating tempo, and most of what passes for finance reporting failed that bar.
The direct client work since has been the synthesis. Same buyer, same gap, same pattern, but delivered as a fixed-scope sprint rather than as an ongoing advisory relationship that bills indefinitely. The Control Sprint is the version that took advisory's diagnostic discipline and the operator role's decision tempo and packaged them into a 10-business-day output. The Engagement is the version for owners who want that tempo to continue once the diagnostic is built.
- Owner-operated and mid-market businesses up to ~NZ$100M revenue
- Advisory, forecasting, reporting
- Helping owners interpret the numbers behind decisions
- Cash visibility, weekly cadence
- Management reporting, profitability by client and team
- Partner reporting
- Fixed-scope Control Sprint, 10 business days
- Optional Engagement on monthly cadence
- Founder-led delivery throughout
One firm, two shapes of work.
The Sprint and the Engagement are not two products. They are the same method delivered in two shapes, and the sequence between them is fixed.
The Sprint is the wedge. Ten business days, fixed fee, owner leaves with a working model and decision pack. Some clients run that model internally for the next year and never come back. That is a healthy outcome and the Sprint is built to produce it. No retainer obligation, no soft commitment, no upsell pressure on the delivery call.
The Engagement is the continuation for owners who want the model maintained on a monthly cadence rather than rebuilt every quarter. Same operator. Same method. Same calculation engine. Kept current with portal display, reviewed monthly outputs, weekly cash refresh, and decision support between cycles.
The Control Sprint
Fixed-scope diagnostic. 10 business days. Owner pack and model handed over.
The Engagement
Monthly retainer. Model and cadence maintained. 30 days' notice.
What this firm does not do.
Naming the work is half the discipline. Naming the work that is excluded is the other half. Each row pairs what Infraxus is not with what it does instead.
Supports owner decisions. Does not replace your accountant, tax adviser, lender, or auditor.
Start with the Sprint.
Most clients enter through the Control Sprint. If the Engagement is what you are weighing, that conversation runs after the Sprint, or on a separate call.