Operating rhythm
Monthly operating review, KPIs, and reporting the leadership team actually uses.
Rachel Vincion · Healthcare SaaS · PE- and VC-backed teams
Your CFO partner. Working on the business, not just the books.
I join the leadership team of healthcare SaaS and PE- and VC-backed companies — owning the numbers, the operating rhythm, and the decisions that build enterprise value.
25+
Years operating at the intersection of finance, growth, and people
13
Equity capital processes led from inside the business, plus 1 exit, 1 major recapitalization, and 2 M&A deals
2024
Nashville Business Journal CFO of the Year
PE + VC
Experience with founders, boards, lenders, and sponsors
Flagship outcome
40% enterprise-value increase before a successful divestiture.
A private-equity-backed post-acute software company needed to grow its value and prepare for a sale. Rachel repositioned the company as a data analytics platform, including acquiring a competitor and taking on a CMS research grant, cut $2M in annual data costs, and led three investment banking processes through to the divestiture.
Read the operating recordThe difference
One accountable operator. Rachel in the room.
“CFO partner” describes the role. Rachel’s operating record, cross-functional judgment, and direct involvement are what make the partnership different.
Staffed advisory model
Rachel-led partnership
Delivery lead
The relationship may be spread across a staffed team
Delivery lead
Rachel leads every engagement personally
Operating range
Primarily centered on the finance function
Operating range
Finance, operations, people, capital, and practical AI execution
Accountability
Advice may end when the recommendation is delivered
Accountability
Rachel stays through the decision and execution
Perspective
An outside advisory pattern library
Perspective
25+ years operating from inside growth businesses
Capacity
Scales by adding staff and accounts
Capacity
A deliberately limited number of direct partnerships
The partnership
The finance leadership seat — filled by someone who has held it through an exit, a recapitalization, and 13 capital processes.
Forecasting and cash
Forecasts, cash, and runway you can defend in front of a board or lender.
Pricing and capital allocation
Pricing, unit economics, and where the next dollar of investment goes.
Board and investor readiness
Board and investor narratives built on numbers that hold up.
AI-enabled finance operations
Finance workflows redesigned so AI creates leverage, with controls and adoption.
Transaction readiness
Model, evidence, and cadence ready before a raise, acquisition, or exit.
When to call
The inflection point is the work.
I am most useful when the answer crosses functions, the stakes are real, and another deck will not solve the problem.
Growth is outrunning the operating model
Reporting, ownership, pricing, or decision rhythms have not caught up.
The board needs a sharper story
Investors want clarity on performance, cash, and the path to the next milestone.
AI needs to become operating leverage
The opportunity is obvious; the roadmap, clean data, and an owner are missing.
A consequential transaction is approaching
A raise, acquisition, recapitalization, or exit demands readiness before diligence arrives.
Selected operator outcomes
Built inside the business.
Proven under pressure.
Experience across healthcare SaaS, AI-enabled services, PE-backed platforms, capital processes, M&A, integrations, and business-model transformation.
01
40%
Increase in enterprise value before a successful divestiture
02
Rule of 40
Achieved while reaching cash-flow positivity
03
80%
Efficiency gain from automating a contractor invoice process
04
700%
Customer-base growth with greater than 95% gross retention
How the partnership works.
01
Diagnose
Get to the real constraint, not just the visible symptom. Start with a CFO Diagnostic or Investor Readiness Assessment.
02
Design
Align the decision, operating model, data, and ownership.
03
Drive
Stay in the work until the change is operating and measurable.
Rachel Vincion
“Advice is easy to deliver from the sidelines. I work inside the decision—and stay for the execution.”
An exit, a recapitalization, and 13 capital processes, including the ones that did not close, taught me that enterprise value is built in the operating details: the model, the data, the pricing, the people, and the discipline to follow through.
About RachelQuestions
Asked and answered.
Bring the hard problem.
Thirty minutes with Rachel. No generic pitch—just a candid conversation about the decision, the friction, and what moving forward could look like.