The finance function a growing company needs.
Financial leadership, planning, and accounting operations for growing companies.
Circumstances that typically prompt an engagement.
Most growing companies reach a point at which their financial operations no longer keep pace with the business: the close runs long, the budget no longer reflects current conditions, and forward cash visibility is limited. Individually, none of these justifies a full-time chief financial officer. Together, they constrain the decisions leadership is able to make.
The business has outgrown its bookkeeping
Financial records are completed, but margin analysis by product line and forward cash visibility are unavailable.
New reporting requirements have been introduced
An investor or lender has established reporting obligations the current monthly process cannot meet on schedule.
Growth is outpacing the plan
Revenue is increasing, cash is constrained, and the budget agreed at the start of the year no longer describes the business.
A transaction has closed
An opening balance sheet is required, two systems must be combined, and ownership of the finance function has not been assigned.
Three practice areas within CFO services.
Fractional CFO
Senior financial leadership, scaled to your stage.
Explore → For companies needing forward visibility and a plan that stays current.Financial Planning & Analysis
Budgeting, forecasting, and the analysis that connects them to decisions.
Explore → For companies where the close runs long and reporting is not fully trusted.Accounting & Reporting
A month-end close that lands on schedule, and the systems behind it.
Explore →The course of a CFO engagement.
Assessment
Where the close breaks down, what the board and lenders require, and which figures the team has ceased to rely on.
Stabilizing the close
Reconciliations, cut-off discipline, a documented close calendar, and a reporting package issued on schedule.
Planning
A budget owned by the team, a rolling forecast maintained through the year, and cash visibility a quarter forward.
Leadership
Board and lender relationships, capital decisions, and preparation for the next milestone.
This work frequently leads to a transaction.
Companies that establish a disciplined finance function often go on to raise capital, acquire, or sell — and the diligence that follows examines precisely what the engagement has spent months building. When that point arrives, the request list can be answered from work already completed.
Explore Transaction Services →Related insights
More insights →Let’s talk about what’s next.
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