Financial Leadership
Senior finance leadership without adding a permanent seat. We run the finance function, build the planning and reporting decisions depend on, and leave it stronger than we found it.
Where a fractional CFO fits
The strategy seat, not the bookkeeping seat.
A fractional CFO fills the strategy gap. Not bookkeeping. Not compliance. The forward-looking questions a growing company has to answer with senior judgment:
- Building the financial models behind real decisions
- Planning hiring and expansion
- Improving cash flow visibility
- Creating reporting leadership can actually use
The CFO role has shifted heavily toward strategy and planning. The fractional model brings that leadership in earlier, before a company can justify the full-time seat.
Why an outside set of eyes
The problem in plain sight.
The people closest to a business often cannot see what hides in plain sight, because it is simply how things have always been done. An experienced outsider sees it on day one. Sometimes that means catching a costly habit no one questions anymore. Sometimes it means bringing a technique from another industry that solves the problem in a way no one inside would have thought to try. That outside perspective, paired with senior expertise, is where the easy wins often come from.
Two kinds of CFO
One keeps score. One helps you win.
Most companies have the first kind and assume that is all a CFO is. The difference shows up in what happens to the numbers.
An accounting CFO
- Tells you what already happened
- Sends you a P&L and a report pack
- Records the numbers
- Reactive: waits to be asked
- Tells you what to do next
- Gets into the detail with you
- Changes the numbers: pricing, cost, cash
- Proactive: flags it before you find it
Capabilities
What we do, and how it helps.
Fractional & interim CFO
We step into the CFO seat to bring senior judgment to where to invest, what to cut, when to raise, and how to price, on the cadence the business actually needs.
Strategy & planning
We translate where leadership wants to take the business into a multi-year financial strategy, with priorities ranked and capital assigned.
Growth & value creation
We separate the growth that compounds value from the growth that merely adds scale, then build the levers to fund and sequence it.
FP&A
Planning tied to the real drivers of the business, so variances tell you something and the forecast becomes a tool for decisions.
Treasury, cash flow & working capital
A clear view of cash, a 13-week forecast you can trust, and the working-capital levers that free up runway.
KPI architecture & performance analytics
We isolate the handful of metrics that actually move the business and report them so they prompt action.
Operations strategy
We align operations with the economic model, so effort and capital flow to where they earn the most.
Cost, margin & profitability
We find where margin is lost, in pricing, in cost structure, in mix, and close it without starving growth.
Board, investor & lender reporting
Materials prepared to the standard those audiences expect, so reporting builds trust instead of raising questions.
Finance function & systems build-out
The controls, process, and systems the next stage needs, so the function can carry more weight without more risk.
Unit economics & pricing
We get to the real economics of each unit, customer, and line, and set pricing accordingly.
Finance systems, ERP & job costing
ERP selection and implementation built around costing, plus job-level margin visibility and a close fast enough to run the business on.
AI-enabled finance modernization
We bring AI into the finance function from the CFO seat, advising on where it earns its place rather than selling you a tool.
How the work goes
From the problem, to the diagnosis, to the fix.
Three situations we are brought in to solve.
Revenue is climbing, but profit will not follow.
We trace the leak: which costs are scaling that should not, where pricing has fallen behind input costs, and which incentives reward the wrong thing. Then we fix it, with tighter controls and cost certainty, pass-through pricing on volatile inputs, sharper monitoring, and payouts tied to profit rather than revenue.
Sales have stalled, and the usual levers are not working.
Before chasing growth, we find out where it can actually be won. We research the market to locate your real competitive advantage, and where it is being lost. Then we build a growth plan that leans on those advantages rather than on motion for its own sake.
Leadership is flying blind between board meetings.
The numbers arrive late, backward-looking, and in a form no one can decide from. We assess the reporting against the decisions it is meant to support, find the gaps, then build a driver-based model, stand up cash flow visibility, and deliver a board pack leadership can act on rather than just read.
Explore the capabilities
Go deeper on any capability.
AI in the Finance Function
Put AI to work on specific, high-value finance and operating tasks, with the judgment to know which ones and the controls to do it safely.
Read more →FP&A and Forecasting
Planning, budgeting, and forecasting built on drivers, so the numbers guide decisions instead of just recording them.
Read more →Fractional & Interim CFO
Senior CFO leadership embedded in your business, for a stretch or a transition, without the full-time seat.
Read more →Growth & Value Creation
Find the growth that creates value, not just revenue, then build the plan and the levers to capture it.
Read more →Profitability and Performance Improvement
Find where profit leaks and where it can be won, then build the controls, pricing, and incentives to capture it.
Read more →Strategy & Planning
Turn where you want the business to go into a financial strategy and a long-range plan, with the priorities and capital to get there.
Read more →Finance Systems, ERP & Job Costing
A manufacturer that cannot see margin by job is flying blind, and usually mispricing its best work. We build the systems layer underneath the numbers.
Read more →