Recognize the revenue.
Watch the runway.
Fintra runs the money, trust, and people side of a software company, from the first booking to the audited close. It leads with the loop SaaS bleeds on: booking to billing to ASC 606 revenue to the deferred-revenue waterfall to MRR, ARR, and runway, posting real journal entries on one governed ledger. Your cap table and ASC 718 stock-comp expense live on that same ledger, not in a tool that cannot see the books. Connect QuickBooks, Stripe, and Carta, or run it all on Fintra.
Your billing tool, your cap table, and your books never agree, and the board finds out at the worst time.
Stripe invoices say one thing, a rev-rec tab in Excel says another, and the GL says a third, so ASC 606 becomes a quarter-end scramble and deferred revenue is a number nobody can trace back to a contract.
Sales celebrates a booking, finance billed something else, and revenue recognizes a third number, so ARR and MRR get argued about in board meetings instead of trusted.
Carta holds the shares and QuickBooks holds the ledger, so ASC 718 stock-comp expense is hand-journaled every month, the 409A sits in a folder, and dilution math lives in a founder’s spreadsheet.
Burn, the hiring plan, and the forecast live in a model that drifts from actuals the day it is built, so the runway number in the board deck is stale before the meeting starts.
Cards, expenses, and bill pay run in three apps that do not post to the ledger cleanly, so the burn you watch and the burn you booked never quite match.
The first SOC 2 questionnaire lands, evidence is scattered across screenshots and Notion, and a six-figure deal waits while a founder assembles a binder by hand.
Run it on Fintra, or integrate QuickBooks, Stripe, and Carta.
Lead with running the whole finance stack on Fintra: one governed ledger for revenue, the cap table, spend, and payroll, so bookings, billings, revenue, and stock comp reconcile by construction. Not ready to move off your tools yet? Fintra reads Stripe billing, QuickBooks history, and the Carta cap table through a connector and owns the ASC 606 engine, FP&A, and the evidence on top.
QuickBooks · Stripe · Carta
- Invoices & billing events
- GL history & chart of accounts
- Cap table & option grants
Money · Trust · People + the two technology modules
Recognize revenue you can defend. Own the equity on your own books.
Every startup has a bookkeeper and a payroll somewhere. ASC 606 revenue and the cap table are where a SaaS back office is won or lost, and where a fundraise or an audit turns painful, so Fintra builds them in rather than bolting them on.
Every contract’s transaction price is allocated to its performance obligations, and revenue recognizes automatically: ratably for a subscription, at a point in time for setup or services, and as consumed for usage-based metering, all posting real journal entries. The deferred-revenue waterfall, bookings vs billings vs revenue, and MRR and ARR fall straight out of the same ledger, so the number sales quotes, the number you bill, and the number you recognize finally reconcile.
- ASC 606 allocation & automatic recognition
- Deferred-revenue waterfall from real journal entries
- Bookings vs billings vs revenue, reconciled
- MRR, ARR & usage-based recognition
The cap table, option pool, and SAFEs live next to the ledger they post to. ASC 718 stock-comp expense computes from actual grants and vesting and posts to the same books as payroll and revenue, 409A valuations attach to the grants they price, and dilution and round-scenario modeling run against the real table. The equity story and the accounting become one source of truth, not a cap-table tool and a GL arguing at audit.
- Cap table, option pool & SAFEs
- ASC 718 expense posted to your ledger
- 409A support attached to grants
- Dilution & round-scenario modeling
The Fintra platform, tuned for technology.
The same Money · Trust · People engines that run any modern business - with the technology specifics built in.
Recognize revenue, watch the runway, on one governed ledger.
The shippable core leads: ASC 606 revenue recognition with the deferred-revenue waterfall, and FP&A built for a startup, budgeting, budget-vs-actuals, driver-based forecasting, a 13-week cash flow, and runway and burn with scenario planning, all posting to or reading from real journal entries. Expenses, corporate cards, and bill pay ride the same ledger so booked burn matches real burn, and stock-comp expense posts from the cap table. One company’s books today; multi-entity consolidation is on the roadmap, and the card and bill-pay rails simulate until you enable a provider.
- ASC 606 revenue & deferred-revenue waterfall
- Budget, BvA, forecast, 13-week cash & runway
- Expenses, cards & bill pay - rails simulate until enabled
- ASC 718 stock comp; multi-entity consolidation roadmap
Every booking, revenue schedule, equity grant, and dollar out - decided and sealed.
The places money and trust leak at a startup, a discount that quietly re-cuts revenue, a booking recognized before the obligation is met, an option granted below the 409A, a vendor paid twice, an access change to production, each get a verdict grounded in your real books and cap table, and each becomes hash-chained, recomputable evidence. Governance is decide-and-prove; enforcement is staged, and some governance surfaces run on seeded data today.
- Revenue-recognition & SSP-allocation checks
- Stock-grant & 409A guardrails
- Duplicate-invoice & access-change checks
- One trust score across people & AI agents
Engineers, GTM, contractors, and AI agents on one org chart.
Headcount is most of the burn, and hiring is the constraint on the plan. The Workforce Graph puts every employee, contractor, and AI teammate on one chart, priced against the same runway, with an HRIS, an ATS and AI interviewer, onboarding, and pay-equity checks. The AI recruiter and interviewer stay advisory, and a named human always approves.
- HRIS, ATS & AI interviewer
- Onboarding & offer-to-equity in one flow
- Fully-loaded headcount cost against runway
- Pay-equity checks; humans + AI agents trust-scored
One contract becomes a revenue schedule, a waterfall, and ARR.
The moat is one governed ledger from the signed order to recognized revenue. A booking allocates to its performance obligations, revenue recognizes on the right pattern, deferred revenue rolls forward on a waterfall, and MRR and ARR are derived from the same journal entries, not rebuilt in a spreadsheet every quarter.
Each contract runs the ASC 606 five steps: the transaction price is allocated across performance obligations at their standalone selling price, then recognized ratably for a subscription, at a point in time for setup or professional services, and as consumed for usage. On a $120K annual contract billed upfront, $10K recognizes each month and $110K sits in deferred revenue on day one (illustrative), every entry traceable to the order that justifies it.
Deferred revenue is a real contract-liability balance that rolls forward on a waterfall, drawn down as each obligation is satisfied and topped up by new bookings and renewals. You can see exactly what is deferred, when it releases, and how it ties to cash collected, so the balance an auditor asks about is the balance the ledger already proves.
The three numbers a SaaS company constantly confuses come from one source: bookings from signed orders, billings from invoices, and revenue from recognition schedules. Because they share a ledger, the bridge between them is derived, not argued, so sales, finance, and the board are finally looking at the same picture.
MRR, ARR, net and gross retention, and expansion fall out of the recognition schedules, and metered, usage-based lines recognize as consumed rather than as billed. New logos, upgrades, downgrades, and churn move the metrics off real contract events, so the growth story matches the accounting instead of a separate metrics tool.
Know the runway before the board asks.
Burn is the number that decides whether the plan survives, so FP&A is built on the same ledger as the actuals, not in a model that drifts the day it is created. Budgets, the forecast, the 13-week cash flow, and runway all move off real journal entries and connected headcount.
Build a departmental budget once and watch budget-vs-actuals update off the live ledger every close, so an overspend surfaces in the month it happens, not at the quarterly review. Variances are explainable down to the transaction, not a red cell in a spreadsheet nobody can source.
Forecast off the drivers that actually move a SaaS business, new bookings, retention, sales-cycle length, and hiring, and roll them into revenue, expense, and cash projections. Because the forecast is anchored to actuals, last month’s miss re-baselines the model instead of being papered over.
A rolling 13-week cash flow projects collections, payroll, and bill pay week by week, and runway and monthly burn compute from real cash and committed spend. The runway number in the board deck is the same one the ledger produces, updated continuously, not a figure keyed in the night before.
Model the decisions that change the runway: hire ten engineers, land the big renewal, cut spend, or raise a round, and see the burn, cash, and runway impact of each side by side. Every scenario runs against the real books, so the trade-off you present is grounded, not hand-waved.
The cap table that also keeps the books.
Most startups run a cap-table tool that holds the shares and an accounting system that holds the ledger, and reconcile them by hand. Fintra puts the cap table next to the ledger it posts to, so equity and accounting are one governed source of truth.
Founders, employees, investors, the option pool, and outstanding SAFEs live in one table with a full ownership and vesting picture. Because it sits on the ledger, a new grant or a converted SAFE flows straight into the accounting instead of a separate export nobody reconciles.
Stock-comp expense computes from actual grants, vesting schedules, and forfeitures under ASC 718 and posts to the same books as payroll and revenue, so the non-cash expense on the P&L and the shares on the cap table can never drift apart. The monthly hand-journal disappears.
A 409A valuation you obtain is attached to the grants it prices and drives the fair-value inputs to ASC 718, and a grant struck below the current 409A is flagged before it lands. Fintra accounts for and governs the valuation; it does not issue the 409A itself, and we say so plainly.
Model a priced round, a new option pool, or a SAFE conversion against the real table and see the dilution to every holder, pre and post money, before you sign the term sheet. The scenario runs on the same source that keeps the books, so the ownership math and the accounting agree.
Hundreds of tech clients, one platform, per-client books.
Bay Area firms and fractional CFOs run dozens of SaaS clients, each on a different mix of QuickBooks, Stripe, and Carta. Fintra gives every client its own governed books, its own ASC 606 engine, and its own evidence trail, managed from one place instead of a folder of logins.
Each client is its own entity with its own ledger, chart of accounts, and access, and the firm works across all of them from one console. Onboard a new startup and it inherits the standard setup on day one, not after a month of configuration.
The same revenue-recognition engine, deferred-revenue waterfall, and metrics apply to every client, so a reviewer reads the twentieth client’s revenue the same way as the first. Consistency is built in, not enforced by a checklist and hope.
Every governed action on every client is hash-chained and mapped to the controls it satisfies, so review, year-end, and a client’s audit each start from a recomputable evidence trail rather than a reconstruction. The firm proves its work as a by-product of doing it.
Consolidated views across a client’s entities and across the firm’s whole book of business are on the roadmap. Today Fintra runs single-company books per entity, so a roll-up is per-entity for now, and we chip that honestly rather than imply consolidation ships today.
SOC 2 readiness that closes the enterprise deal.
Powered by SentriAI. The security questionnaire that stalls your first enterprise contract becomes an evidence graph you can hand a prospect, an auditor, or a customer’s security team, not a binder you assemble by hand the week the deal is due.
SOC 2, ISO 27001, GDPR, and the rest, 76 frameworks and 275 controls mapped a single time, so one governed action satisfies many at once. Adding a framework or a new enterprise requirement points at the same evidence instead of starting the mapping over. This is alignment and evidence, not a fabricated certificate.
Controls are tied to real activity on the ledger and the access model, evidence is collected as work happens, and an audit-ready readiness report is produced on request. A formal SOC 2 attestation is still issued by an independent auditor, and Fintra hands that auditor a clean, recomputable trail instead of a scramble.
Every dollar-mover and every AI-agent action a tech company deploys, a refund, a revenue re-cut, a stock grant, a bill payment, an access change, an autonomous agent touching money, gets a verdict and an Action Trust Score at the Control Tower before it lands. SentriAI decides and records, and gates where it is wired in; broader automatic enforcement is staged, and some surfaces run on seeded data today.
Each governed action is hash-chained and mapped to the real controls it satisfies, so verify_chain() re-derives the whole chain from your data, tamper-evident and reproducible. Any AI agent calls the Control Tower to decide before it touches money, and scoring is deterministic and explainable, never a black box; the source-system connectors remain a pluggable provider seam.
Build the team without blowing the runway.
Headcount is the burn. Fintra runs the HRIS, the ATS with an AI interviewer, onboarding, and pay equity on the same ledger and the same governance, so every hire is priced against the runway and every offer, grant, and pay change is governed and sealed.
The people record, comp, and org chart live on the ledger that tracks burn, so fully-loaded headcount cost, including salary, benefits, and stock comp, is priced against runway in real time rather than estimated in a hiring-plan tab.
The applicant tracking system and an AI interviewer speed up filling engineering and GTM roles, screening and structuring candidate signal for the hiring team. The AI stays advisory and a named human always makes the call, so automation supports the decision, never replaces it.
An accepted offer flows to an option grant, onboarding, and the first payroll in one governed flow, and the grant lands on the cap table and into ASC 718 automatically. The new hire’s equity and the company’s stock-comp accounting are the same event, not two systems to reconcile later.
Compensation is checked against bands and for pay-equity gaps on real comp data, and every offer, raise, and grant is governed and sealed as evidence. A compensation decision is defensible on the same trail as any other action, not a spreadsheet a founder hopes holds up.
Continuous controls for technology and SaaS companies.
Fintra tests each control against your entire transaction population - not a quarterly sample. When an item fails, it opens an Exception with a tamper-evident receipt mapped to the exact SOX-404 control objective, reviewable in an auditor portal.
Tested continuously via the revenue recognition and order-to-cash match handler over the rev-rec schedule.
Tested continuously via the journal-entry review handler on every manual and adjusting entry.
Tested continuously via the segregation-of-duties handler across initiation, approval, and posting.
Honest scope: only controls marked Live map to a control test that runs today against the real transaction population. It complements your GRC and external audit; it does not replace them.
See continuous assuranceThe Money · Trust · People engines are the shipped Fintra platform, and the SaaS core - ASC 606 revenue recognition with the deferred-revenue waterfall, the cap table with ASC 718 stock-comp expense, and FP&A with budgeting, forecasting, 13-week cash, and runway - posts and reads real journal entries today on one governed ledger. The finance connectors (QuickBooks, Stripe, Carta) are a pluggable provider seam, live for design partners and on the near-term roadmap, not a one-click integration for every account yet. 409A support means we attach and account for a valuation you obtain, not that we issue one. Corporate cards, bill pay, and any ARR-based financing rails simulate by default, so no real money moves until you explicitly enable a provider. Multi-entity consolidation is on the roadmap - today Fintra runs single-company books per entity - so a fractional CFO’s client roll-up is per-entity for now. SentriAI maps SOC 2 and 75 other frameworks to real controls and evidence and produces an audit-ready readiness report on request; that is alignment and evidence, not a fabricated certificate, and a formal SOC 2 attestation is issued by an independent auditor, never by us. Governance decides and proves on every wired-in action and gates where it is enforced; broader automatic enforcement is staged, and some governance surfaces run on seeded demo data today. We will always tell you what is production-ready versus what we are building with you. In demos, no real money moves.
See Fintra recognize your revenue and run your runway.
Bring your Stripe billing, your Carta cap table, or your whole QuickBooks history. We'll show ASC 606 revenue, the deferred-revenue waterfall, the cap table with ASC 718 stock comp, runway and burn, SOC 2 readiness, and the evidence trail on your numbers.