One Firm For Every Stage Of Growth.
Capital must be raised. Finance must scale. Transactions must close. Integration must follow. FundVice helps businesses navigate each stage with the same discipline and the same commitment to execution.
Who We Are
Designed For The Way
Businesses Actually Grow
There is a persistent gap in how advisory services are structured and how businesses actually operate, which is rarely one of expertise — it is one of coordination.
Most advisory models are organised around what firms are good at. FundVice is organised around what businesses actually need.
The firm was established in 2018 by Heena Arora Agarwal, beginning as a capital advisory and early-stage strategy practice. The work was precise and purposeful — but as client relationships deepened and the complexity of engagements grew, something became consistently clear. Businesses arriving for capital strategy were also, almost always, grappling with the state of their financial foundations. The two problems were not sequential. They were simultaneous. Addressing one without the other was not advisory rigour — it was an incomplete answer.
That recognition shaped the next evolution of the firm. In 2020, Ritin Agarwal joined to build FundVice's finance advisory capability — bringing depth in Virtual CFO leadership, finance transformation, and the design of operational finance systems.
What Sets FundVice
Apart
The strength of a firm lies not only in what it does, but in how it chooses to do it.
FundVice was founded on the premise that businesses do not experience finance, capital, and transactions as separate workstreams. They experience them as a single, continuous set of decisions that compound on, create constraints for, and ultimately determine whether a business scales with strength or in spite of its own structure.
One operating model for
integrated & holistic decisions
In the mid-market, finance, capital, and transactions do not queue neatly behind one another. A board pack shapes a round, which invites diligence, which in return, surfaces integration requirements. Each decision lands inside a financial reality that either enables what comes next or quietly constrains it. Finance is not the back-office layer beneath this journey — it is the discipline that makes the journey possible in the first place.
Most firms are structured to advise on one part of that journey at a time. The model assumes that the business will manage the continuity between engagements — that a founder or CFO will hold the thread as different advisors hand off to one another. In practice, that is where value is lost. Context does not transfer cleanly. Recommendations made without sight of the adjacent problem are routinely rendered incomplete by it.
FundVice eliminates the handoff. Finance function design, capital advisory, and transaction support operate within a single model — so that each part of the engagement is informed by, and accountable to, the whole.
This is not integration as a convenience. It is the structural response to a structural problem — built into the firm's design from the beginning, not added as a capability over time.
Built for what the modern
CFO function is actually asked to do
The advisory market has a well-documented tendency to conflate the quality of a recommendation with the quality of its delivery. Frameworks are presented. Reports are filed. And the distance between a rigorous analysis and a working outcome is left, largely, to the client to close. For mid-market businesses — where leadership bandwidth is finite, implementation capacity is not unlimited, and the cost of an unexecuted recommendation is real — that gap is not a minor inefficiency. It is the difference between advice that matters and advice that sits.
FundVice is built around a different standard. Engagements are designed to move from diagnosis to execution — not to the edge of execution, but through it. Whether the work involves designing a finance function, structuring a capital raise, or supporting a transaction, the measure of success is not the quality of what is recommended. It is the durability of what is delivered.
This means FundVice takes accountability for outcomes that are operational, not merely advisory — systems that run, structures that hold, and capital that is deployed against a plan that was built to be executed.
For the mid-market CFO expected to modernise finance, improve visibility, and support growth with constrained resources, this distinction is not incidental. It is the only form of advisory that creates compounding value over time.
Built For A Borderless Business
Environment
The mid-market is no longer a domestic category. For companies operating at this scale today, the relevant universe of capital, customers, suppliers, and acquirers increasingly spans multiple jurisdictions — not as an aspiration, but as an operational reality that is already in place. Cross-border complexity is not a future condition that mid-market businesses are growing toward. It is a present condition that most of them are navigating without advisory infrastructure designed for it.
The default response has been to suggest that businesses outgrow their advisors — that cross-border work belongs to global firms with global footprints, and that mid-market companies should graduate to that tier when they are ready. FundVice rejects that sequencing. The firm has operated across India, the United States, Canada, and the Middle East — not as a series of market expansions, but as a reflection of where its clients already operate and where their capital decisions are already being made.
Cross-border fluency is not a premium service layer at FundVice. It is a baseline capability — because the businesses the firm works with require it, regardless of where they sit on the growth curve.
The result is an advisory model that meets businesses at the scale they are, with the international depth their structures and transactions actually demand — without asking them to wait until they are large enough to deserve it.
Our Operating Philosophy
Firms are often differentiated by the breadth of what they offer. FundVice is differentiated, in equal measure, by how it delivers. The operating philosophy is not a layer placed on top of the firm's capabilities — it is the internal logic that makes those capabilities produce consistent outcomes. It rests on three core principles mentioned as follows: -
Advisory firms have a structural tendency to front-load seniority — the partner is present at the beginning, when the mandate is being shaped and the relationship is being established, and less present thereafter, as execution is handed down to teams who inherit the work but not the context that produced it.
What reaches the client is technically delivered but contextually diminished; the judgement that defined the engagement has moved on before the engagement has concluded. At FundVice, senior ownership is not a gesture made at the outset — it is a sustained commitment that runs from the first conversation through to execution and closure, because the coherence of complex financial work depends directly on the continuity of the judgement applied to it. When that continuity breaks, so does the quality of what follows.
Most advisory engagements are scoped around a deliverable — a report, a recommendation, a set of options presented with rigour and clarity — after which the firm's formal involvement concludes and the client is expected to carry the work into execution. The assumption embedded in this model is that a sound recommendation, once delivered, has done its job. In practice, that assumption is where value most reliably disappears, because the distance between what is advised and what actually gets implemented is rarely closed by the quality of the advice alone — it is closed by the presence, context, and continuity of the people who built it.
At FundVice, the mandate defines the starting point, not the boundary of the firm's engagement; across finance transformation, fundraising, transaction execution, and post-close integration, the firm stays involved for long enough to ensure that what was designed on paper becomes operational in practice. FundVice stays engaged beyond the recommendation. Not to extend an engagement for its own sake, but because continuity is where the value is actually created — and where, in its absence, it is most reliably lost.
This is particularly true in the mid-market, where internal implementation capacity is finite and the window for meaningful structural change is not always wide. A finance transformation that stalls at deployment does not deliver partial value — in most cases it delivers none, because the structural improvement that was meant to compound was never fully installed. FundVice's model is designed with that reality in mind: not to extend engagements beyond their natural life, but to remain present until the outcome the engagement was designed to produce has actually arrived.
Advisory work has developed, over time, a sophisticated vocabulary for describing effort as though it were achievement — milestones tracked, deliverables issued, engagements closed to scope — each of which can be executed with genuine rigour and still leave the underlying business exactly where it was. The distinction that matters is between an output, which is something produced within an engagement, and an outcome — a material change in the business's position, capability, or trajectory as a result of it.
A fundraising process that concludes without capital raised is not a partial success; a finance transformation that produces a framework but not a functioning finance team has not succeeded; a transaction that closes without the structural clarity to integrate cleanly has not delivered what it was designed to deliver. FundVice holds its work against the outcome standard — not as aspirational language, but as the operational benchmark by which engagements are designed, staffed, and seen through.
Outputs can be produced at a distance. Outcomes require the kind of ownership and continuity that FundVice is structured to provide — which is precisely why all three principles are inseparable in practice. For mid-market businesses, where resources are finite and the cost of an unexecuted recommendation is real and immediate, this distinction is not philosophical — it is the difference between advisory that creates compounding value and advisory that creates well-documented inertia. FundVice's commitment is to produce something more durable than a recommendation, and to remain accountable until it does.
Built Around The Reality Of Modern Business.
Cross-border is not a layer FundVice added as the firm grew. It is the condition in which the firm has operated from its earliest years — shaped not by a strategic decision to expand, but by the nature of the businesses we were already serving. Our clients' investors sit in different markets. Their operations span multiple jurisdictions. Their transactions require simultaneous fluency across regulatory environments, reporting standards, and deal structures that no single-market advisor can provide. The mid-market today is cross-border in a way it was not a generation ago — and FundVice was built, from the ground up, to meet it there.
Today, the firm has completed named engagements across four global regions, with a client footprint that extends well beyond them.
Primary operating base. Named engagements include Algoworks, Vanity Wagon, Qdesq, and Ingenium, alongside 300+ early-stage advisory and venture-building mandates.
Cadex (US HQ, 60+ country operations), Master's Best Friend (US & Canada), and the Algoworks transaction with US acquirer From Digital, backed by Trivest Partners — who subsequently re-mandated FundVice for post-close integration.
Finance function support and early-stage advisory, including the Fashion Entrepreneur Fund and the Pitch to Get Rich platform on Hotstar — built from concept to an operating team of fifty.
And Beyond, Across Geographies
Client operations extend the firm's effective footprint into Europe, Southeast Asia, and further — reflecting the reality that the businesses FundVice serves are themselves global, regardless of where they are headquartered.
Execution designed for long-term business impact
FundVice is built for engagements where success is defined not by the quality of the recommendation, but by the durability of the outcome. The work below reflects what finance execution looks like in practice.
Investor-grade finance operations across six entities, with a full ERP migration embedded.
A PE-backed technology services company needed a finance function capable of supporting acquisition-led growth and exit readiness. FundVice assumed complete operational ownership across accounting, compliance, investor reporting, payroll, and a Tally-to-NetSuite migration — operating 24×7 on US business hours. Finance evolved from an operational constraint into a strategic advantage.
Process-driven, forecast-capable, and audit-ready — across seven entities.
A US B2B services company operating across seven entities lacked standardised processes, forecasting capabilities, and timely reporting. FundVice assumed full ownership of the finance function — implementing SOP-driven workflows and building the organisation's first driver-based FP&A capability across entities, service lines, and clients. Leadership shifted from asking what happened to focusing on what comes next.
A permanent analytics framework built — in ten weeks.
Facing a hard covenant deadline, with fragmented data and an undocumented legacy ERP, a PE-backed consumer goods company required lender-defensible pro forma adjustments under severe time pressure. FundVice built the GP-by-SKU master file from scratch, decoded the ERP's proprietary cost logic, and quantified five categories of pro forma adjustments. The company met its covenant deadline. The framework continues to remain in use.
For People Who Would Rather Build Than Advise.
FundVice Is Built For Professionals Who Prefer Ownership Over Observation And Execution Over Recommendations.
We Are Building A Firm Designed For The Next Generation Of The Global Mid-Market.
The Future We Are Building
A New Standard for the Mid-Market
The Global Mid-Market Needs More Than Fragmented Advice. It Needs One Integrated Partner That Understands Growth, Capital, Transactions, And Execution As Part Of The Same Business Reality.
That Is What FundVice Is Building: An Integrated Finance And Investment Advisory Firm Designed To Help Businesses Move Across The Full Lifecycle—From Startup Readiness To Expansion, Transactions, Post-Merger Integration, And Beyond—With Clarity And Confidence.
