1. Fixing the finance foundation
We started by rebuilding the finance stack. That included a clean chart of accounts, reliable month-end routines, and a model that tied orders, returns, discounts, freight, and fulfillment costs back to product-level margins. We coached the accounting team to help them reconcile historicals, align revenue recognition with actual delivery, and created a weekly cash view that connected inventory purchases to planned campaigns. Once the numbers were consistent, the founders and existing investors could see the real performance of the business without inconsistent spreadsheets stitched together.
2. Crafting the Series A story
With trusted data in place, we shaped an investor narrative that focused on what matters in D2C health. The deck led with product-market fit, retention and reorder behavior, payback periods on paid channels, and a clear path to improving gross margin through better sourcing and fulfillment. We built a data room that matched the story, so every claim in the deck was backed by a schedule, cohort view, or contract. When a potential lead investor engaged, we managed the diligence loop. That meant answering commercial and financial questions quickly, sharing thoughtful sensitivity cases, and translating operations into the metrics investors watch, such as contribution margin after marketing and fully-loaded CAC to LTV.
3. Simplifying a complex cap table
Vita had many early supporters who held SAFEs. The cap table was messy and created friction for new capital. We recommended aggregating the smaller holders into a special purpose vehicle. That approach kept early backers included while giving the lead investor a clean, decisive ownership line. We helped the founders align terms with counsel, planned communications to the note holders, and modeled post-money ownership so everyone understood outcomes at close and in likely future rounds.
4. Planning the post-round scale-up
As the round came together, we worked with the founders on the plan to deploy capital. The roadmap covered three pillars. First, selective product expansion that builds on existing demand and improves basket size rather than chasing unrelated categories. Second, targeted vertical integration where it truly moves the needle. Third, team growth that supports scale without bloat, including finance and supply-chain hires to keep working capital tight, and performance marketing roles tied to measurable payback.
