Founders don't need another report. They need to know what the numbers say, what they mean, and what to do next. That's the job — the finance function of a bigger company, sized for yours.
The business has outgrown its bookkeeping — but a full-time CFO is neither affordable nor necessary yet.
Results arrive late, get a glance, and raise more questions than they answer. You're uncertain about the financial health of your own business.
Profit on the statement, pressure in the bank account. Cash sits locked in receivables and stock, and there's no forecast telling you when it bites.
Financing, investors, a board — someone is asking for projections that hold up to scrutiny, and there's no budget or roadmap to point at.
Start where the pain is. Scale up or down as the business changes — that's the point of fractional.
Everything a full-time CFO brings, at the fraction your business actually needs.
Part-time senior expertise instead of a full-time salary — and you decide how involved it gets as your needs change.
Unbiased opinions and fresh perspective from someone with no internal politics to manage — plus sound controls that keep you compliant.
You work on the business instead of in the spreadsheets. The finances are handled by someone who has done it before.
Fifteen years where the numbers actually happen: audit, cross-border operations, franchise retail, listed-company property, and nearly seven years running the finance function of a major agricultural producer.
Then I did what my clients do — I started my own business. So the advice comes from both sides of the desk: I know what a board pack needs to survive scrutiny, and I know what it feels like when payroll is Friday.
Bring your numbers or just your questions. You'll leave knowing whether a fractional CFO is what your business needs — even if it isn't with me.