Strategic Outsourced CFO Services for Growing Businesses

Think of it as the finance leadership a company gets from a full time CFO, delivered on a schedule that fits a smaller business. That usually means a monthly reporting package you can actually use, a budget and rolling forecast, a cash plan for the next 13 weeks, margin analysis by customer or contract, tighter internal controls, and someone to pressure test big decisions like a new hire, a loan or an acquisition before you commit.

Mostly, they turn the numbers into decisions. A good outsourced CFO sets the reporting rhythm, figures out which products or contracts actually make money, builds the budget with you, watches cash, and tells you early when something is drifting. For companies with tax exposure or federal contracts, the CFO also keeps finance decisions lined up with IRS and contract compliance, so one doesn't create a problem for the other.

Usually when the books are fine but nobody can answer the bigger questions. Common signs: you're surprised by cash shortfalls, you can't say which lines of business are profitable, the bank wants projections you don't have, or you're about to bid on a federal contract and need provisional rates. Owners spending their evenings on spreadsheets instead of running the company is another good signal.

A bookkeeper records what happened. A controller makes sure the close is accurate and the controls work. A CFO uses that information to decide what happens next: pricing, hiring, financing, where to invest and where to cut. Most growing companies need all three functions, just not all of them full time.

That's a big part of our practice. Government contractors need a CFO who knows DCAA expectations, FAR and CAS cost principles, indirect rate pools, allowable versus unallowable costs and incurred cost submissions. Our founder spent years in federal contracting finance, so we can set up the accounting structure in Deltek Costpoint, Unanet or QuickBooks Online and still give you the strategic view on bids, rates and growth.

Most clients settle into a monthly review of the financials, with email and phone access in between for questions that can't wait. During a busy stretch, like a financing round, a new contract award or a cash squeeze, we'll meet weekly. The schedule bends to the business, not the other way around.

No. In most engagements we work alongside the bookkeeper or controller you already have, giving them clearer priorities and better reporting templates. If your team is thin, we'll help define the processes and roles you'll need as you grow, and tell you honestly when a full time hire starts to make sense.

Your last two or three years of financial statements, access to the accounting system (or exports), any current budget or forecast, loan and credit line terms, and a short list of what's keeping you up at night. Contractors should add contract types, current indirect rates and any DCAA correspondence. If the business also has an open IRS issue, bring the notices too; tax resolution and cash planning often need to be handled together.