- 01
Complexity becomes overhead.
As a company grows, finance accumulates: another hire for billing, another tool for reporting, another spreadsheet for commissions. Each addition is reasonable. Together they produce a structure that is expensive to coordinate and slow to change.
- 02
Capabilities matter more than team size.
What a business needs from finance is a set of outputs: a reliable forecast, a clean close, collected cash, decision-ready reporting. The number of people producing them is a means, not the goal.
- 03
What Finance as a Service means.
Instead of building every role internally, the company accesses an integrated finance function delivered as a service: senior expertise, operational execution, connected systems and automation, scoped to what the business actually needs. It is not outsourcing tasks. It is accessing a function.
- 04
One integrated service.
Botakman coordinates strategic finance, FP&A, revenue operations, order-to-cash, controlling and automation as one system, so information produced in one discipline is immediately useful in the next.
- 05
Where AI changes the workflow.
Capturing, structuring, reconciling and preparing information is repetitive work. Automation does much of it faster and more consistently, surfacing exceptions for review rather than hiding them.
- 06
Where human judgment stays essential.
Interpreting numbers, weighing trade-offs, managing risk and advising leadership remain human responsibilities. Automation informs the call. It never makes it.
A better finance model.
Not a bigger finance team.
Why capabilities matter more than headcount, what Finance as a Service means, and how Botakman operates as one integrated service.
Who it suits.
- Tech startups and scale-ups, early stage to roughly €50M revenue
- Founders who want finance capability before a full department
- Companies preparing for fundraising or a transaction
- CFOs needing extra senior operational capacity
Complex multinational or regulated organisations may need specialist capabilities beyond the standard service.
The finance function you need. The overhead you don't.
One connected service.
Finance leadership, planning, operations and reporting work together.
Built around outcomes.
Organised around clear responsibilities and deliverables rather than an arbitrary number of internal hires.
Intelligence at every layer.
AI and automation improve repetitive workflows, while professional judgment remains accountable.
Every stage.
From first revenue to roughly €50M. Revenue is an indication, not a rule.
- 01
Start
Set up administration, the business plan and the first financial routines.
- 02
Build
Structure the finance function, processes, tools and reporting.
- 03
Scale
Strengthen controls, insights and systems as complexity grows.
- 04
Transact
Prepare for fundraising, due diligence or another financial operation.
How a collaboration starts.
Diagnose
A conversation about where finance stands, what's missing and what matters next.
Scope
Agree responsibilities, deliverables and the collaboration rhythm, in writing.
Connect
Access to systems, map data flows and set up the first workflows.
Operate
Run the agreed cycle, review regularly and adjust scope as the business changes.
What can stay where it is.
- Statutory accounting with your existing accountant
- Tax and legal advice with specialist advisers
- Audit with your auditors
- Internal team members who already own part of the work
The model works alongside the professionals you already rely on. It doesn't remove legal or accounting obligations.