Jared Lovenduski started his career as a venture capital analyst and associate, learning how to evaluate business models, stress-test assumptions, and understand what makes companies fundable and profitable, and what kills them before they get there.
He then spent a decade as a founder and operator, building two CPG brands from scratch: scaling them in retail and online, fundraising through multiple rounds, navigating co-manufacturer complexity, and eventually winding down with as much integrity as he could manage. That is where his financial instincts really got tested.
Since 2022 he has run a fractional CFO practice through 1070 Ventures, working with founders and leadership teams in SaaS, CPG and manufacturing who need a genuine thought partner, not just a reporting function.
His most recent SaaS engagement was with an AI-native, B2B, outbound sales-led company that had no finance function when he arrived. He built it: internal practices, accounting cleanup, reporting cadence, FP&A infrastructure. He built an 18-month cash flow forecast that modelled seat-level churn, the annual versus monthly subscription mix and its deferred cash timing effect, Stripe reserve dynamics, and headcount additions against runway, all built from and reconciled to live Stripe subscriber data. He worked across a growing go-to-market team (VP of Sales, two AEs, marketing) to model sales capacity and pipeline against burn. He owned the Stripe-to-accounting reconciliation, the unglamorous work that prevents nasty surprises. He hired and onboarded bookkeeping support and wrote the role description and hiring criteria for the company's first controller. And when growth turned into deceleration, he guided leadership through the hard conversations about burn rate, runway, and what had to change.
SaaS has its own vocabulary and financial logic: MRR versus ARR, the cash flow effect of an annual versus monthly subscription mix, net revenue retention, CAC payback, seat and user unit economics, and the difference between outbound and inbound. Jared is fluent in that language. But as he puts it, the core job is always the same: make sure the business doesn't run out of money before it proves what it needs to prove.
His CPG background is not a detour from CFO work. It is where much of his leadership instinct comes from. He founded and scaled Lillabee Snacks over 10 years, and separately served as Founder/CFO and interim CEO of Adapto Foods. CPG companies live and die on working capital, customer payment terms, co-manufacturer relationships, and the gap between when you spend and when you collect. And product quality. That discipline, running a business through capital constraints where the margin for error is small, translates directly to any company trying to scale without running out of runway.
He has worked with many clients in natural food and beverage CPG across a range of scale, business-line complexity and funding stage. He is also engaged with a funded startup in the end-of-life services industry whose B2B revenue model centres on licensing technology and proprietary hardware systems to funeral homes and cemetery operators nationwide.
