Every Fortune 500 CFO operates a stack of 20-plus systems — ERP, billing, CRM, treasury, tax, close, audit, procurement — thatdo not actually run finance work end-to-end. The systems hold data. The work between them — exceptions, evidence reconciliation,policy enforcement, audit-grade execution — is performed by consultants, SI teams, iPaaS workflows, and overworked operators.For every $1 of CFO software, enterprises spend roughly $6 on the services layer that makes that software actually work
NAP is the agentic execution layer for the CFO stack — a system that creates a CFO Operating Blueprint from a customer'sactual finance reality (rules, evidence, policy, controls, exceptions, prior resolutions) and then executes work across everysystem in the stack. Continuously. With deterministic guarantees. With every outcome logged in an SHA-256 audit chain
Today NAP is in production across 40 enterprise environments operated by a single engineer. 276K+ executions completed.5M+ records migrated. Trial balance variance: $0.00. The work that took finance teams 2-3 months now takes 2 days,delivered with 10-15× productivity and cost gain over the consulting and integration model it replaces.
NAP is a startup story about practitioners who lived inside the CFO stack, watched the same failures repeat for two decades,and decided to do something about it.
For every $1 enterprises spend on CFO software, they spend roughly $6 on the services layer that makes it actually work —consultants who configure it, SI teams who integrate it, iPaaS workflows nobody audits, and operators who quietly resolvethe exceptions. That layer was never software. It was always people. And it broke the same way, in every deployment,across every industry.
The team that built NAP spent two decades inside that layer. Running $3B P&Ls. Operating $200M MedTech portfolios.As Senior Partners at EY-Parthenon and A.T. Kearney advising on $100B+ in transactions. Architecting ERP deploymentsacross NetSuite, SAP, Oracle, and D365. Across 42 enterprise CFO deployments in 11 verticals, the same failure modessurfaced again and again — schema drift, intercompany variance, ghost subledgers, three-way matches that fail silently,close gates that never clear themselves.
We didn't see a software gap. We saw a category that didn't exist. So we encoded the scars. Every failure mode the fieldhad seen became a pattern in NAP's knowledge base. Every resolution became a Blueprint rule. Every prior deploymentbecame compounding memory the next one starts with. Today NAP is in production across 40 enterprise environments,operated by a single engineer. The CFO stack agency model became software.
