Fractional CFO

Most growing companies don't need a full-time CFO on payroll. They need what a CFO does: cash they can see 13 weeks out, books a banker trusts, and someone who can tell them which jobs actually made money.

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Three ways to engage. Fractional CFO: a monthly retainer for an ongoing Office of the CFO. Interim CFO: full-time and temporary, for a CFO departure, a refinance, a sale, or an acquisition. Project: diligence, financing, WIP cleanup, M&A, or turnaround.

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Days 1 to 30: 13-week cash flow live, prior period closed and scrubbed, a KPI scorecard, and lender, surety, and audit relationships back on solid ground.

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Days 31 to 60: a forward 12-month P&L, DSCR and FCCR model, WIP and percentage-of-completion rebuild, and a pricing, tax, and insurance review.

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Days 61 to 90: an owner and board reporting cadence, cost and vendor restructuring, and a faster close with better variance reporting.

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What else your CFO covers:

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Private equity. Diligence on new platforms and add-ons, post-close integration that keeps management focused on the investment thesis, operating support that lifts earnings, and an exit plan in place from day one.

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Transactions. Quality of earnings, tax structuring, cash flow analysis, contract review, commitments and contingencies, and systems and data migration planning before close. Purchase price allocation and integration after it.

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Strategy and corporate development. Growth plans, business unit and corporate strategy, and the financial case behind each decision.

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Technology and systems. RFIs and RFPs, system selection, implementation, and change management, so the new system actually makes the close faster.

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Project management. PMO leadership, risk and change management, and process improvement, run Agile or Waterfall as the work requires.

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The result is a finance function that pays for itself.