Fractional Bookkeeping · Controller · Investor Relations · CFO
The consumer brands that sell for real money are run by ex-investment bankers.
Poppi. Grüns. Dr. Squatch. Rhode. Look at who was sitting in the CFO chair when each of those deals closed and you find the same résumé every time: a career built on Wall Street, not in a bookkeeping shop. Isagani Yorke gives you that same person, held to the same standard, at a fraction of what it costs to hire one.
Why founders trust us
Look at who was in the CFO seat when the deal closed.
The pattern in consumer M&A is not subtle. When a brand sells for a number that changes the founder’s life, the finance chair was filled by someone who spent their career on the other side of the table, running processes, defending numbers, and negotiating with the exact buyers who eventually wrote the check.
Grüns
→ Unilever · ~$1.2B
Connor Stastny, CFO
Former investment banker · Harris Williams
Poppi
→ PepsiCo · $1.95B
Joshua Gittler, CFO
Former investment banker · Jefferies
Squatch
Dr. Squatch
→ Unilever · ~$1.5B
Daniel Larson, CFO
Former investment banker · Barclays
Rhode
→ e.l.f. Beauty · $1B
Robert Connell, CFO
Former investment banker · Merrill Lynch
Booty
Pirate’s Booty
→ Hershey · $420M
Bruce Wacha, CFO
Former investment banker · Deutsche Bank
WIPES
Dude Wipes
→ TSG Consumer · Growth investment
Jeff Klimkowski, CFO
Former investment banker · Deutsche Bank
The Isagani Yorke founding team
What we do
One team across the entire finance function.
Finance is not one hire. It is five, and they arrive in a specific order. We own the whole belt so you never carry the burden of assembling it, managing it, or replacing it when someone resigns. You start with clean books and add capability the moment the business earns it.
The scaling conveyor · select a station
Running 1 of 5 · Clean books Running 2 of 5 · Operating control Running 3 of 5 · Investor grade Running 4 of 5 · Full finance function Running 5 of 5 · Sale ready
Station 01 · Base layer · Fractional Bookkeeping
Clean books, closed on a calendar.
GAAP accrual accounting that scales with the business instead of breaking under it. Every order, fee, refund and payout across DTC, marketplace and wholesale gets captured and reconciled on a weekly cadence. This is the layer everything else is underwritten on.
Added whenFirst traction, and the first real decisions start riding on the numbers.
- Omni-channel sales recording and reconciliation
- GAAP accrual accounting and revenue recognition
- Bank, card and payout reconciliations
- A monthly close that lands on a fixed calendar
Station 02 · Operating · Fractional Controller
An operator who owns the numbers.
The financial operator who runs the finance and accounting function day to day, from the supplier to the end customer. Without one, cash leaks quietly and margin blurs across channels at exactly the moment instinct stops working.
Added whenOmnichannel and inventory complexity arrive. Bookkeeping stays on underneath.
- Inventory and landed COGS control, SKU by SKU
- Channel-level contribution margin reporting
- Cash forecasting and working capital discipline
- Internal controls and clean audit trails
Station 03 · Reporting · Investor Relations
Credibility that compounds every month.
Once outside money is in the business, reporting stops being administrative and becomes the entire basis of your credibility. Board decks, lender packages and investor updates that never slip, every number tied back to the ledger.
Added whenThe first outside capital lands and the room starts re-underwriting you monthly.
- Board reporting and board deck preparation
- Monthly investor updates, written and sent on schedule
- Lender packages and covenant compliance monitoring
- A data room maintained year-round, not built in a panic
Station 04 · Steering · Strategic Fractional CFO
Strategy that drives value.
The seat that turns a good brand into a company somebody wants to buy. An institutional-grade operating model, a raise run on conviction rather than on whatever the market feels like offering, and margin discipline that keeps the business exit-ready.
Added whenYou are raising seriously or scaling hard, and the full stack is now running.
- An institutional-grade operating model investors can diligence
- Series A/B readiness and capital strategy
- Margin, burn and runway ownership
- A single source of truth operators actually run on
Station 05 · The end of the line · M&A Advisory
Everything upstream exists for this moment.
Years of clean books, controlled margin and disciplined reporting all arrive here: a company that survives diligence, a data room that opens on day one, and a founder negotiating from strength. You sell your company once. We build the entire belt so that the one time counts.
Added whenThe exit window opens, and nothing upstream has to be explained away.
- Sell-side M&A advisory and positioning
- A diligence-ready financial package from day one
- Buyer outreach and full process management
- Negotiation and close, from strength
From clean books to successful exits. Nothing gets added before it is needed, and nothing gets skipped.
Why Isagani Yorke
Built by Wall Street. Not a bookkeeping shop.
Most outsourced accounting firms are staffed to record history. We are staffed to change the outcome.
Typical competitor
- ✗ Bookkeepers with no institutional finance background
- ✗ A cash and accrual hybrid basis, which is what cheap bookkeeping actually delivers
- ✗ Offshored, with nobody accountable to talk to
- ✗ Cannot staff a Strategic CFO or Investor Relations, because they are not qualified to help scale a company
Isagani Yorke Capital Partners
- ✓ Ex-investment bankers. M&A and capital-raising specialists
- ✓ GAAP accrual, the basis growth investors, private equity and strategics require
- ✓ US-based in Dallas and New Jersey, with dedicated white-glove service
- ✓ One team, full stack: bookkeeping, controller, CFO and investor relations
An institutional finance team built to scale you and to sell you.
The value proposition
The cost of a true finance infrastructure.
A full in-house finance and accounting team is essential, and it is expensive. Base salaries alone, before benefits, payroll taxes, bonus, equity and recruiting fees, look like this in a consumer business doing real volume.
Illustrative in-house cost
Base compensation only. Add benefits, payroll taxes, bonus, equity, recruiting fees and the cost of a bad hire, and the real number is meaningfully higher. Then add the twelve to sixteen weeks it takes to find each person, and the risk that your only controller resigns in the middle of a close.
The Isagani Yorke way
A fraction of the cost.
One accountable team delivers Fractional Bookkeeping, Fractional Controller, Investor Relations and Strategic Fractional CFO capability. Institutional-grade, US-based, and scaled precisely to your stage.
The same caliber of person the billion-dollar brands hired full time. You get them for the hours the work actually requires.
Pay for the capability you need, when you need it.
Fractional Bookkeeping
The ledger you can trust.
Every order, fee, refund and payout across DTC, marketplace and wholesale, captured and reconciled on a weekly cadence. This is the layer everything else is underwritten on. Get it wrong and the controller is guessing, the CFO is modeling fiction, and a buyer finds it in the first week of diligence.
What you get
- Your numbers are rightDecisions you can act on, not quarter-end guesses and a scramble to catch up.
- One financial pictureDTC, marketplace and wholesale in a single GAAP ledger, closed on time every month.
- Always investor and exit readyFinancial statements a buyer or a lender can diligence the day they ask for them.
The work
- Omni-channel sales recording and reconciliation
- GAAP accrual accounting and revenue recognition
- Bank, card and payout reconciliations
- AP and vendor bills across suppliers, 3PL and freight
- AR and wholesale invoicing
- Multi-state and marketplace facilitator sales tax
GAAP accrual books are the price of admission to the capital that scales you.
Fractional Controller · Bookkeeping stays on
One system across the entire operating cycle.
A controller is the financial operator who owns the numbers. From the supplier to the end customer, every cost, every channel, every SKU. Without one, cash leaks quietly, margin blurs across channels, and the business starts flying on instinct at exactly the moment instinct stops working.
Supply chain · tracking every dollar from factory to doorstep
Revenue channels · reliable numbers and true channel profitability
Direct-to-consumer
Owned storefront
Marketplace
Third-party platforms
Wholesale
Distributors and retail
XeroWhat you get
- Margin you can see by channelKnow which SKUs, retailers and campaigns actually make money before you pour money into scaling them.
- Cash that stops disappearingFreight, deductions, chargebacks and 3PL billing get caught in the month they happen, not the year they happen.
- A close that never slipsThe same numbers, on the same calendar, every month, with one accountable owner.
The work
- Inventory and landed COGS control, SKU by SKU
- Monthly close, reconciliations and variance review
- Trade spend, promotions and deduction management
- Channel-level contribution margin reporting
- Cash forecasting and working capital discipline
- Internal controls and clean audit trails
The controller is the steady hand that keeps order as the business gets complicated.
Investor Relations · Bookkeeping and Controller stay on
The second round is won by how you handled the first.
Once outside money is in the business, reporting stops being administrative. It becomes the entire basis of your credibility. Investors and lenders re-underwrite you every month, and the founders who raise again at better terms are the ones whose backers never had to ask twice for a number.
What you get
- A room that already trusts youBoard meetings spent on strategy instead of explaining why last month’s numbers moved.
- Covenants that never surprise youFixed charge coverage and leverage tested internally before the bank tests them.
- Leverage on your next raiseA twenty-four month reporting record is the cheapest diligence discount you will ever buy.
The work
- Board reporting and board deck preparation
- Monthly investor updates, written and sent on schedule
- Lender packages and covenant compliance monitoring
- KPI reporting that ties directly back to the ledger
- A data room maintained year-round, not built in a panic
- Cap table, waterfall and equity reporting support
Capital compounds on credibility. Reporting is how you build it.
Strategic Fractional CFO · The full stack, running
Strategy that drives value.
A CFO frees the CEO to go and grow the business, with full confidence in the numbers, the credibility to raise external financing, and a clear path to a successful exit. This is the seat that turns a good brand into a company somebody wants to buy.
Build the model, not the CEO
An institutional-grade operating model investors can diligence today and operators can actually run on. It becomes the guiding light for forecasting, budgeting and every hire you make.
Raise capital seriously
A CFO commands credibility in the room now, so your Series A or B gets raised on conviction and strong terms rather than on whatever the market feels like offering that quarter.
Master margins and exit
Owning margin and burn early extends runway and keeps the business exit-ready long before a buyer ever calls. You never negotiate from a position of needing the deal.
M&A Advisory · The end of the line
Everything upstream exists for this moment.
Years of clean books, controlled margin and disciplined reporting all arrive here: a company that survives diligence, a data room that opens on day one, and a founder negotiating from strength. You sell your company once. We build the entire stack so that the one time counts.
How an engagement starts
Start where you are. Add capability when you earn it.
A read on your books
We look at what you have, on the basis you have it, and tell you plainly what a buyer or a lender would find today.
We install the stack
Clean the ledger, rebuild it on GAAP accrual, and put a controller-grade close calendar in place with one accountable owner.
We scale with you
Investor relations and strategic CFO capability switch on as the revenue and the raise require them, never before.
Common questions
Fractional Bookkeeping, Controller & CFO FAQ
What is a fractional CFO and when does a brand need one?
A fractional CFO is senior financial leadership on a part-time basis. At Isagani Yorke the finance function is delivered in stations: fractional bookkeeping from $0 to $2 million in revenue, a fractional controller and investor relations support from $2 million, a strategic CFO from $5 million, and M&A advisory when the business reaches an exit window around $25 million.
What does a fractional finance team cost compared with hiring in-house?
Building the equivalent finance team in-house costs roughly $465,000 a year in salary. Isagani Yorke provides the same functions as one team, so a founder never has to hire, manage or replace four separate roles.
What is included in fractional bookkeeping?
GAAP accrual accounting and revenue recognition, omni-channel sales recording and reconciliation across DTC, marketplace and wholesale, bank, card and payout reconciliations, and a monthly close that lands on a fixed calendar.
Who is behind Isagani Yorke’s fractional finance practice?
The founding partners are Tim Abbracciamento, formerly of UBS Investment Bank covering Consumer Products and Retail, and Eli Goldaris, formerly of BMO Capital Markets Investment Bank covering Industrials. Work is delivered from Dallas and New Jersey and is never offshored.
Which types of brands do you work with?
Consumer packaged goods, beverage, beauty, apparel, supplement and pet brands, along with retail shops, restaurants, entertainment venues, fitness studios and franchise concepts.
How does fractional finance work connect to an eventual exit?
The same team that keeps the books builds the diligence-ready financials an acquirer underwrites. When the exit window opens, Isagani Yorke moves into sell-side M&A advisory and Quality of Earnings work without a second team learning the business from scratch.