In February, Tenzing Search was engaged to support Just Eat Takeaway.com with a critical interim hire for their Belgium region. Operating in a fast-paced, complex environment, the business required an experienced Interim Finance Business Partner who could step in quickly, navigate senior stakeholder relationships, and strengthen financial decision-making during a key period.
Fundraising has become significantly more complex. Investors are more selective, due diligence is more rigorous, and expectations around financial clarity and strategic alignment are higher than ever. At the Tenzing CFO Community Event, senior finance leaders came together to share practical insights on how to approach fundraising in today’s environment. What became clear is that fundraising is no longer just about securing capital, it is about building a finance function that can withstand scrutiny, communicate a compelling story, and support long-term growth. Below are the 10 key insights that emerged from the session, offering a clear framework for finance leaders and businesses preparing for investment. 1. CFOs Are Central to Fundraising Success The role of the CFO has shifted from financial oversight to strategic leadership within the fundraising process. Finance leaders are now responsible for ensuring consistency across financials, messaging, and investor materials. This includes owning the financial narrative, aligning forecasts with business strategy, and ensuring that all supporting documentation reinforces credibility. Businesses that position finance leadership at the centre of fundraising are far more likely to build investor confidence early in the process. 2. Financial Forecasts Must Be Dynamic and Adaptable Static models are no longer fit for purpose in fundraising environments. Investors expect forecasts that can be adjusted in real time, reflecting changes in assumptions, market conditions, and operational strategy. Finance leaders must build models that allow for scenario planning and rapid iteration. This not only improves internal decision-making but also demonstrates agility and preparedness during investor discussions. 3. Identifying Risk Early Strengthens Investor Confidence One of the most consistent themes from the event was the importance of challenging business assumptions before entering the fundraising process. Weaknesses in strategy, hiring plans, or market positioning should be identified early, not during due diligence. By addressing these risks upfront, finance leaders can build more credible narratives, reduce surprises, and create stronger, more resilient investment cases. 4. Structured Data Rooms Improve Efficiency and Transparency A well-organised data room is essential for any fundraising process. Investors expect clear, accessible documentation that allows them to assess the opportunity quickly and thoroughly. This includes financial models, historical performance data, contracts, market insights, and operational documentation. A structured approach not only improves efficiency but also signals professionalism and readiness. 5. Early Transparency Helps Filter the Right Investors Providing early access to key information allows businesses to identify alignment with potential investors more quickly. Rather than prolonging discussions with unsuitable investors, transparency helps focus time and effort on those genuinely interested and aligned with the business. This approach reduces wasted effort and creates a more efficient fundraising process overall. 6. Pitch Decks Must Communicate Value Instantly In a competitive fundraising landscape, attention is limited. Investors often spend only a short amount of time reviewing initial materials, making clarity and structure critical. Strong pitch decks focus on key messages: the problem being solved, the market opportunity, the business model, and the use of funds. Visual clarity and alignment with financials are essential to ensure the story is both compelling and credible. 7. Financial Models Should Support Strategic Conversations Financial models are not just analytical tools, they are communication tools. They should enable meaningful discussions around growth, investment priorities, and operational strategy. Centralising assumptions, simplifying outputs, and ensuring consistency across materials allows finance leaders to guide investor conversations with confidence and clarity. 8. Investor Engagement Should Be Continuous Fundraising should not begin when capital is required. Building relationships with investors over time creates stronger, more informed conversations when fundraising formally begins. Ongoing engagement allows businesses to understand investor expectations, refine their positioning, and build trust well before formal processes are launched. 9. Legal Readiness Reduces Friction in the Process Legal considerations play a critical role in successful fundraising. Clean cap tables, clear intellectual property ownership, and well-structured governance frameworks are essential for smooth due diligence. Engaging legal expertise early ensures that potential issues are addressed proactively, reducing delays and strengthening investor confidence. 10. Alignment Between Story, Strategy, and Financials Is Critical Ultimately, successful fundraising depends on alignment. Financial models, pitch decks, and strategic narratives must all tell the same story. Any disconnect between these elements creates uncertainty and undermines credibility. Finance leaders play a key role in ensuring that the business presents a cohesive, well-structured, and compelling case to investors. Final Thoughts: Building a Fundraising-Ready Finance Function The insights from the Tenzing CFO Community Event highlight a clear shift in how fundraising is approached. It is no longer a transactional process, it is a reflection of how well a business is structured, prepared, and positioned for growth. Finance leaders are at the centre of this change, driving clarity, discipline, and strategic alignment across every stage of the process. For businesses preparing to raise capital, the focus should not just be on securing investment, but on building a finance function that can support sustainable, long-term growth. At Tenzing Search, we bring together senior finance leaders who are shaping the future of fundraising, growth, and finance leadership. If you are a CFO or finance leader looking to expand your network, gain practical insights, and engage with peers facing similar challenges, we invite you to join the Tenzing CFO Community . Get in touch with us to become part of a network designed to support, challenge, and elevate finance leaders across every stage of growth.
Tenzing Search was introduced to the Founder of Kavee in December at a critical moment for the business. As a rapidly growing start-up consumer brand, Kavee needed to make its first in-house finance hire, and quickly. The brief was to appoint a Senior Finance Manager who could bring structure, oversight and commercial insight to the finance function, enabling the Founder to focus on scaling the business and expanding into new markets. With the role reporting directly to the Founder and a tight deadline before the Christmas break, speed and precision were essential.
In February, Tenzing Search was engaged to support Just Eat Takeaway.com with a critical interim hire for their Belgium region. Operating in a fast-paced, complex environment, the business required an experienced Interim Finance Business Partner who could step in quickly, navigate senior stakeholder relationships, and strengthen financial decision-making during a key period.
Fundraising has become significantly more complex. Investors are more selective, due diligence is more rigorous, and expectations around financial clarity and strategic alignment are higher than ever. At the Tenzing CFO Community Event, senior finance leaders came together to share practical insights on how to approach fundraising in today’s environment. What became clear is that fundraising is no longer just about securing capital, it is about building a finance function that can withstand scrutiny, communicate a compelling story, and support long-term growth. Below are the 10 key insights that emerged from the session, offering a clear framework for finance leaders and businesses preparing for investment. 1. CFOs Are Central to Fundraising Success The role of the CFO has shifted from financial oversight to strategic leadership within the fundraising process. Finance leaders are now responsible for ensuring consistency across financials, messaging, and investor materials. This includes owning the financial narrative, aligning forecasts with business strategy, and ensuring that all supporting documentation reinforces credibility. Businesses that position finance leadership at the centre of fundraising are far more likely to build investor confidence early in the process. 2. Financial Forecasts Must Be Dynamic and Adaptable Static models are no longer fit for purpose in fundraising environments. Investors expect forecasts that can be adjusted in real time, reflecting changes in assumptions, market conditions, and operational strategy. Finance leaders must build models that allow for scenario planning and rapid iteration. This not only improves internal decision-making but also demonstrates agility and preparedness during investor discussions. 3. Identifying Risk Early Strengthens Investor Confidence One of the most consistent themes from the event was the importance of challenging business assumptions before entering the fundraising process. Weaknesses in strategy, hiring plans, or market positioning should be identified early, not during due diligence. By addressing these risks upfront, finance leaders can build more credible narratives, reduce surprises, and create stronger, more resilient investment cases. 4. Structured Data Rooms Improve Efficiency and Transparency A well-organised data room is essential for any fundraising process. Investors expect clear, accessible documentation that allows them to assess the opportunity quickly and thoroughly. This includes financial models, historical performance data, contracts, market insights, and operational documentation. A structured approach not only improves efficiency but also signals professionalism and readiness. 5. Early Transparency Helps Filter the Right Investors Providing early access to key information allows businesses to identify alignment with potential investors more quickly. Rather than prolonging discussions with unsuitable investors, transparency helps focus time and effort on those genuinely interested and aligned with the business. This approach reduces wasted effort and creates a more efficient fundraising process overall. 6. Pitch Decks Must Communicate Value Instantly In a competitive fundraising landscape, attention is limited. Investors often spend only a short amount of time reviewing initial materials, making clarity and structure critical. Strong pitch decks focus on key messages: the problem being solved, the market opportunity, the business model, and the use of funds. Visual clarity and alignment with financials are essential to ensure the story is both compelling and credible. 7. Financial Models Should Support Strategic Conversations Financial models are not just analytical tools, they are communication tools. They should enable meaningful discussions around growth, investment priorities, and operational strategy. Centralising assumptions, simplifying outputs, and ensuring consistency across materials allows finance leaders to guide investor conversations with confidence and clarity. 8. Investor Engagement Should Be Continuous Fundraising should not begin when capital is required. Building relationships with investors over time creates stronger, more informed conversations when fundraising formally begins. Ongoing engagement allows businesses to understand investor expectations, refine their positioning, and build trust well before formal processes are launched. 9. Legal Readiness Reduces Friction in the Process Legal considerations play a critical role in successful fundraising. Clean cap tables, clear intellectual property ownership, and well-structured governance frameworks are essential for smooth due diligence. Engaging legal expertise early ensures that potential issues are addressed proactively, reducing delays and strengthening investor confidence. 10. Alignment Between Story, Strategy, and Financials Is Critical Ultimately, successful fundraising depends on alignment. Financial models, pitch decks, and strategic narratives must all tell the same story. Any disconnect between these elements creates uncertainty and undermines credibility. Finance leaders play a key role in ensuring that the business presents a cohesive, well-structured, and compelling case to investors. Final Thoughts: Building a Fundraising-Ready Finance Function The insights from the Tenzing CFO Community Event highlight a clear shift in how fundraising is approached. It is no longer a transactional process, it is a reflection of how well a business is structured, prepared, and positioned for growth. Finance leaders are at the centre of this change, driving clarity, discipline, and strategic alignment across every stage of the process. For businesses preparing to raise capital, the focus should not just be on securing investment, but on building a finance function that can support sustainable, long-term growth. At Tenzing Search, we bring together senior finance leaders who are shaping the future of fundraising, growth, and finance leadership. If you are a CFO or finance leader looking to expand your network, gain practical insights, and engage with peers facing similar challenges, we invite you to join the Tenzing CFO Community . Get in touch with us to become part of a network designed to support, challenge, and elevate finance leaders across every stage of growth.
