Outsourced CFO services for businesses between $1M and $50M

You are deciding whether to hire.

You look at the bank balance, feel reasonably good about it, and make the call. The consequence shows up two quarters later.

You run it through the forecast first and see what the position looks like in week eleven, before you sign anything.

Cash gets tight.

You find out on a Friday, with payroll due, and the options left are all expensive ones.

The forecast flagged it weeks earlier, while chasing a receivable or moving a payment was still enough to fix it.

The bank or the board wants numbers.

Two weeks of scrambling to build something presentable, and the meeting moves.

The package already exists because it was built this month and last month. You forward it.

Net income jumps forty percent.

You see the number and not the reason, so you do not know whether to celebrate it or plan around it.

You get the reason account by account, including whether it was real profit or a timing difference that reverses next month.

• 13-week cash flow forecastRolling, reconciled to the bank, updated monthly, built on when money moves rather than the dates printed on invoices.
• Budget versus actualTracked monthly, with every variance explained account by account instead of presented as a number to interpret yourself.
• Margin analysisBroken out by the dimension your business runs on, whether that is a project, a product line, a location, or a customer segment.
• Lender and investor reportingPackages a bank or investor will accept without a follow-up call, plus models for hiring, expansion, or a raise.
• Monthly working sessionA scheduled call on the numbers, with availability in between when a decision needs a financial answer.

A full-time CFO is a salary, benefits, and often equity. A fractional engagement is a monthly fee, and behind it sits the bookkeeping and tax team that produces the underlying numbers rather than one hire who depends on whoever keeps the books.

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Most engagements are ongoing and monthly. We also take project work for a raise, an exit, or a turnaround, where the scope has a defined end.

1. AssessmentWe review two to three years of financials, the cost structure, and the cash cycle, and establish what is reliable in the current books and what is not.
2. BuildForecast, budget, and reporting structures built to your business model. Where the underlying books need work first, we say so and scope it separately rather than forecasting on numbers we do not trust.
3. Monthly cadenceA working session each month on the results, with availability between sessions when a decision comes up.