Why a Fractional CFO?

What makes a CFO different from an Accountant or a CPA?

While Accountants and CPAs are incredibly important to business, they do not contribute the same resources that a Fractional CFO can. 

Chief Financial Officer (CFO)

  • Comprehensive margin analysis
  • Effective financial analysis and KPIs
  • Credible forecasting
  • Meaningful one-year financial planning
  • Prudent long-term financial planning
  • Practical scenario analyses
  • Influencing lender and/or investor financing
  • Contributing to pricing strategies
  • Designing performance-based compensation
  • Supporting staffing decisions
  • Providing input to contract negotiations
  • Recommending practical internal controls
  • Assess/recommend accounting systems
  • Enhance employee benefit cost management
  • Mentor/coach Controllers
  • Drive business value
  • Impact preparing for and executing transition
  • Ensure financial information is meaningful

Controller (Accountants)

  • Prepare standard financial statements
  • May/may not know GAAP requirements
  • Perform monthly accounting close process
  • Perform bank reconciliations
  • Perform payroll processing
  • Perform Accounts Payable processes
  • Perform Accounts Receivable processes
  • Perform other account reconciliations
  • Perform sales tax reporting
  • Support independent CPA requests
  • Prepare borrowing base schedules
  • Perform simple forecasts
  • Support basic accounting system matters
  • Might recommend basic internal controls

Independent CPA

  • Prepare tax filings
  • Recommend tax strategies
  • Perform Compilations (if required)
  • Perform Audit/Review report (if required)
  • Provide limited strategic financial advice

Real Life Case Studies

Construction equipment rental debt structure

“I proposed a refinance debt structure for a client that rents construction equipment. The bank approved the proposal resulting in reducing debt payments about 50 percent which resulted in doubling debt capacity to support growth.”

Rescue business sale

“I replaced a peer subsidiary CFO handling a sale of a subsidiary. All four due diligence finalists threatened to walk away. I provided more meaningful financial information and explanations. Three of four completed due diligence and submitted final bids. The subsidiary sold for 101% of the target asking value.”

Support Backed by Decades of Experience

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