Corporate CFO Services for Growing Businesses

Think of the CFO as the person responsible for where the company is going financially, not just where it's been. That covers the monthly reporting package, the annual budget and rolling forecast, cash management, internal controls, capital and financing plans, and margin analysis by product or contract. A fractional CFO does the same job on a part time schedule, which is often all a company with $5 million to $50 million in revenue really needs.

It's a senior finance executive you share rather than hire outright. You might get a few days a month, a fixed project like building a budget, or an ongoing seat in your leadership meetings. You get CFO level judgment on forecasting, reporting and cash, without paying a full time executive salary and benefits for work that doesn't fill a full week yet.

Most growing companies run on bookkeeping that tells them what happened last month. A CFO turns that into a forward view: what cash looks like in 13 weeks, whether that next hire is affordable, which customers or contracts actually make money, and how much credit line you'll need before a busy season. Decisions on pricing, expansion and financing stop being gut calls.

Some common signs: you close the books weeks late, you're surprised by cash shortfalls, the bank or an investor is asking for numbers you can't produce, or the controller is buried. Another trigger is landing your first federal contract, when DCAA, FAR and indirect rate requirements suddenly apply. If any of that sounds familiar, it's probably time for at least a conversation.

At minimum: an income statement, balance sheet, cash flow statement, budget versus actual comparison and a rolling forecast, ideally with a one page dashboard leadership will actually read. The rest depends on your business. Government contractors usually also need indirect rate tracking against provisional billing rates, job cost reports by contract, and records kept in a form that holds up in a DCAA audit.

That's a big part of our practice. Our founder spent years in federal contracting finance, and we work with contractors on indirect rate structures, DCAA audit readiness, FAR, CAS and DFARS compliance, incurred cost submissions, and systems like Deltek Costpoint, Unanet and QuickBooks Online. We can handle that alongside the normal CFO work of budgets, cash and reporting.

Mainly by making cash predictable. We build a forecast that lines up expected collections against payroll, rent, vendor bills, debt payments, and tax deposits, and we review it with you every week or two. That shows a shortfall months out instead of days out, which leaves room to push on collections, delay a purchase, or arrange financing on good terms. It also helps keep payroll and estimated taxes paid on time, which keeps the IRS out of the picture.

Bookkeeping records what already happened: invoices, bills, payroll, bank reconciliations. A CFO takes those clean records and uses them to plan, setting budgets, building forecasts, tightening controls and advising leadership on what to do next. You need both. A CFO built on messy books can't do much, and great books with nobody reading them don't help either.