OMORPHO Builds a Finance Function That Keeps Up With Its Ambition

OMORPHO makes weighted activewear: performance apparel with resistance built into the garment. The brand is premium and innovation led, growing from a US direct-to-consumer and wholesale base toward international markets.

OMORPHO has worked with SPRCHRGR since its early growth stage, through two finance leaders and two distinct chapters. First, standing up the systems to run a fast-growing inventory business with real-time clarity. Then, scaling that operation to keep up with global ambitions. Both leaders, arriving at the company years apart, describe the same thing in their own words.

Chapter One: Building the Foundation

When OMORPHO first engaged SPRCHRGR, the brief was clear. A growing apparel company needed an inventory management system that gave real-time visibility and could stand up to the demands of Series A diligence, without the cost of building a finance department to run it. Gareth Hosford, then CFO and COO, wanted the capability of a top-tier finance team and none of the headcount.

An Elite Team Without the Full-Time Commitment

"One way to think about working with SPRCHRGR is you're getting an elite, in-house team as a partner, but you're not having to commit to full-time employees in the same way or pay full-time employee rates," says Hosford. That model gave OMORPHO senior finance capability on day one, priced to a company still building its first real revenue base.

Expertise on Par with Fortune 500 Companies

Hosford, who previously worked for a management consulting company and had exposure to top Fortune 500 companies, had a clear benchmark for the work. “I can tell you that SPRCHRGR's team stands up with respect to expertise against any of those in-house functions at these Fortune 500 companies,” he says.

Inventory Management and Product Costing

Inventory came first. In a product business, knowing what is in stock and what it actually costs drives everything downstream, from pricing to what you can promise a customer. “They're able to really help us understand at all times where we are in inventory positions, so we really avoid situations where we're offering product that's actually out of stock,” explains Hosford. The same visibility lets the team plan around restock dates and tell customers something accurate.

With inventory under control, SPRCHRGR built product costing down to the SKU, which gave OMORPHO real numbers to price against. “With their involvement, we actually have a very clear view on how much each product costs us down to SKU level, which enables us to think about pricing,” says Hosford.

"With their involvement, we actually have a very clear view on how much each product costs us down to SKU level, which enables us to think about pricing."

Gareth Hosford
CFO & COO | OMORPHO

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Preparing for Growth and Series A Diligence

That same rigor set the company up for its next milestone. Working toward a Series A, clean books and defensible numbers are the difference between a smooth raise and a painful one. “If we didn't have SPRCHRGR's expertise, I think when it came down to deal due diligence, we would potentially be exposed,” he admits.

A Partnership for the Long Term

Hosford is unequivocal about the call. “Believe me when I say that SPRCHRGR is one of those decisions we've got right, and we're looking forward to continue to partner with them, hopefully, for a long time.”

The real test of that decision came when the CFO seat changed hands.

Chapter Two: A New Finance Leader, the Same Finance Function

In 2025, Evan Reynolds joined OMORPHO as Head of Finance and Strategy as Hosford moved on. Reynolds spent nearly 15 years at Nike, starting as a corporate lawyer working M&A, capital markets, and governance, then moving into corporate strategy and finance leadership across enterprise risk, global marketplace finance, and transformation. He holds a law degree from Harvard. He knows what good finance infrastructure looks like at global scale, because he helped run it there.

A change in finance leadership is usually where momentum stalls. Institutional knowledge walks out the door with the departing leader, and the new one spends a quarter reconstructing how the business actually works. At OMORPHO the finance function kept running, because the team running it stayed. What Reynolds inherited held up against the standard he brought with him.

“I was impressed with the infrastructure that was built with scale in mind, with the idea of, okay, we're not doing this if we just want to reach cash flow positive and call it good. We're doing this to continue to grow the business, grow our markets, grow our geographies. And what I was impressed with is I saw some of the things that we did at a multibillion dollar enterprise. I could see some of those same seeds planted to support the kind of growth that OMORPHO has ambitions to achieve.”

Evan Reynolds, Head of Finance & Strategy | OMORPHO

What the partnership covers now

The engagement has grown well past bookkeeping. Working with Reynolds, SPRCHRGR runs accounting and payables, strategic controllership, and FP&A on a connected stack: a Jirav model for budgeting, forecasting, and long-range planning, a QuickBooks Online and Cin7 Core integration tying inventory to the general ledger, Expensify for spend, and Shopify with Avalara for sales tax.

A stack like that earns its keep the moment something new lands on the desk. When OMORPHO turned to its plans for Europe, the question was whether the existing setup could carry a second market or whether the company had to rebuild before it could sell anything.

“We were able to identify the right go-to-market model for Europe pretty quickly, because we've got a team that has worked with companies that have both US and European operations. We're able to do a quick upfront diagnostic to say, okay, do we have the pieces in place in our stack to proceed for now with relative efficiency? The answer is yes.”

Evan Reynolds, Head of Finance & Strategy | OMORPHO

What he would tell another founder

Reynolds is direct about the cost of building a finance function on the cheap, and about what changes once outside money is in the business.

“There's going to be a temptation to bootstrap it as best you can and maybe use AI and things like that. But the reality is you underestimate how much time that's going to take for you personally, that should be spent elsewhere. If you don't invest in some systems that are a little more robust and processes that are more repeatable and scalable, it's just going to be one of those penny wise, pound foolish decisions. Once you have third party investors involved, they're going to want that third party reassurance that working with an outside party like SPRCHRGR brings.”

Evan Reynolds, Head of Finance & Strategy | OMORPHO

For someone who has seen the inside of a multibillion-dollar finance operation, a lot of the value shows up in how the team behaves day to day.

“I've been impressed with the quality of the team and their curiosity about what we do as a business, them wanting to embrace us as a team that they feel part of. You've done a good job of selecting folks who are a good fit for startups, but who bring experience from a broader range of other industry or lifecycle moments to help a company like OMORPHO.”

Evan Reynolds, Head of Finance & Strategy | OMORPHO

Getting there faster

Two finance leaders, two very different stages of the company, one consistent verdict: build the finance function for the size you are growing into, not the size you are today. Reynolds puts it in the language OMORPHO cares about most.

“If you zoom out and say, where do we really want to be, and you think in terms of those milestones, that's where making sure you have the right finance and accounting foundation will allow you to get there in the quickest time, so that you are not slowed down when you're ready to accelerate later.”

Evan Reynolds, Head of Finance & Strategy | OMORPHO

Ready to build finance that keeps up with your growth?

Let's schedule a call: sprchrgr.com/schedule-a-call-today

SPRCHRGR is not a CPA firm. We are accounting and finance engineers who rev up your operations so you can make decisions on real numbers, with confidence.