We work closely with our clients to implement the agreed-upon strategy. Whatever the plan of action entails, we guide our clients throughout the process to ensure they feel supported and empowered as they move into a greater phase of growth.
Our process starts by discerning what a company has achieved, where they need guidance, and what’s necessary to bring them to the next phase. For each client, we outline our strategy and the services we will provide.
Post-implementation, the company will have a fuller understanding of the company’s financial status, its growth capabilities and what it will take to achieve their growth targets.
We work with companies that are aiming to make a positive impact on the cannabis industry. We look for companies with a proven MVP that are seeking advice and support on how to navigate the next phase of their growth.
Our relationships with our clients are central to who we are. We carefully select our clients based on specific criteria, including whether we think our services are a match for their needs and if we believe strongly in them and their company. Our selection process helps foster a transparent and authentic relationship and build a strong foundation for success.
Heather Whiles has been assisting young companies reach their goals since 2013 when she relocated to the San Francisco Bay area. With 17 years of work experience, garnered from some of the largest financial institutions and financial service providers such as JP Morgan Chase, UBS, and Wellington Management Company Heather has developed a robust yet nuanced level of expertise in finance and compliance.
After working as a freelancer for several years Heather saw that there was a need for more structured financial consultancy for early-stage companies. This need lead Heather to launch Maconha. A company built on a concept and methodologies that highlight the importance of a codified practice in finance. An organized and systematized approach to a young company's financial well-being helps manage the uncertainty inherent to a new company. As Heather puts it, "One should never forget the fundamentals of a company, especially a young company in an untested and fast-growing industry."