Fractional CFO Services for Growing Businesses
Structured financial leadership for companies navigating real business complexity — without the cost of a full-time CFO.
For founder‑led businesses doing $1M–$25M facing high‑impact financial decisions.
You've built a business that generates real revenue. You're facing decisions that determine whether you scale efficiently or expensively: allocating capital when resources are constrained, improving margins that aren’t obvious in the P&L, building predictable cash visibility, and choosing the right operating moves before you commit.
These aren't accounting questions. Your CPA handles compliance. Your bookkeeper closes the books. What's missing is someone who can assess trade-offs, model scenarios, and provide executive-level financial judgment on decisions that compound over time.
I work directly with business owners and executives who want an ongoing CFO partner — not a project vendor. The engagement is anchored by weekly working sessions, with direct email access and scheduled Zoom availability for consequential questions between sessions. This is not a firm. There is no team. You work with me, and I remain personally accountable for the work.
You May Be Here Because:
- You don’t fully trust the numbers behind your decisions
- Growth is happening, but margin clarity isn’t
- Major hires, pricing moves, or expansion decisions feel riskier than they should
- You’re revisiting the same financial debates repeatedly
- You want CFO‑level thinking without a full‑time executive hire
It’s about decision confidence.
What This Engagement Looks Like
Weekly CFO working sessions. Structured, forward‑looking conversations anchored to real decisions — not retrospective reporting.
Forward visibility. Rolling 12‑month clarity on cash, margin, and capital exposure.
Decision architecture. Hiring, pricing, expansion, and capital allocation evaluated before commitment.
Direct access. Email access and scheduled Zoom availability for consequential questions between sessions.
This is an ongoing decision partnership — not a one‑off modeling project.
When Business Complexity Increases
During periods of accelerated growth, margin compression, debt structuring, acquisitions, or capital events, involvement expands accordingly.
Scope and investment adjust to reflect required executive bandwidth.
Financial intensity is matched to business complexity.
How This Is Different
Direct engagement with the principal. You work with me. Not a team. Not someone assigned from a roster. No handoffs to junior staff. I remain personally involved and accountable for every engagement. This is how you get senior-level judgment without paying for a full-time executive.
Not a multi-CFO firm. Most fractional CFO companies staff 10–30 people and assign you someone from their bench. You don't get consistent senior attention. You get process, not judgment. Here, you get the person you hired, every time.
Cross-functional judgment, not finance-only perspective. I've operated as both CFO and COO, built a company from the incubator stage to a 30-person operation, and sold it to Goldman Sachs. This means I understand how financial decisions interact with operations, technology, legal, and HR — not just the numbers in isolation.
Forward-looking financial strategy, not backward-looking compliance. CPAs handle tax filings and audits. Bookkeepers close monthly books. I work on capital allocation, scenario planning, and financial decisions that determine outcomes. These roles work in parallel — they don't compete.
Decisions and outcomes, not deliverables. Financial models and forecasts exist to support better decision-making. The work product is clarity on what to do and confidence in the reasoning. My job is to drive actual decisions and deliver actual results — not reports for the sake of reporting.
Client Results
Result: Increased cash position by $617,900 (16.7% of revenue) within 12 months.
"The owner's priority was simple: why doesn't the cash match the effort?"
Results were driven by disciplined decision support and durable operating improvements.
↓ Download Full Case Study (PDF)"Greg served as our Fractional CFO for 32 months, overseeing accounting, financial reporting, and investor-facing materials. He identified margin levers and revenue tools that meaningfully improved our bottom line."
What This Involves
Capital allocation under constraint. Where cash should actually go when you can't fund everything. How to structure working capital, reserves, and deployment decisions so growth doesn't create unnecessary financial risk.
Forecasting that drives decisions. Financial models showing what happens at different growth rates, margin scenarios, or capital structures. The goal is decision clarity, not spreadsheets.
Margin structure and profitability. Where margin improvement exists, what's driving cost, and how operating decisions translate into financial outcomes. Not generic benchmarking—specific analysis for your business model.
Positioning for capital events. Structuring financials for lender, acquirer, and investor conversations. I've presented to institutional investors – I know what they look for and how to position your business favorably.
Financial judgment on operating decisions. Hiring, pricing, market entry, product investment—decisions that sit between strategy and finance. The work is evaluating trade-offs and pressure-testing assumptions.
Cash flow timing and architecture. Managing cash flow structure, not just tracking it. Understanding seasonality, payment cycles, vendor terms, and identifying strategic opportunities to improve cash flow. Ensuring liquidity supports decisions instead of constraining them.
Financial infrastructure that supports decisions. Setting up the reporting, KPIs, and dashboards needed to evaluate performance and drive strategic decisions. Not reporting for reporting's sake—building the data foundation that makes better judgment possible.
Decision support during transitions. Ownership changes, leadership shifts, strategic pivots—any moment when capital needs to be redeployed and financial structure needs to support a different outcome.
This is strategic financial leadership. Not bookkeeping. Not compliance. Not accounting systems or dashboards.
Who This Is For
This engagement makes sense if you're:
- Leading a business generating $1M–$25M in revenue
- Preparing for growth, acquisition, exit, or a capital raise
- Looking for strategic financial leadership to improve profitability and strengthen margin architecture
- Facing financial decisions that require more than your accountant provides
- Ready for strategic financial leadership but not a full-time CFO hire
This is not for early-stage startups under $500K, companies needing bookkeeping or controller work, or businesses looking for someone to build dashboards and reporting infrastructure.
Next Step
Weekly cadence + direct access. If you need decision clarity quickly, a weekly working rhythm matters.
If you're a business owner or executive facing financial decisions that require experienced judgment, let's have a direct conversation about your situation.
Book a confidential 30-minute call. We'll discuss where you are, what decisions are in front of you, and whether this makes sense.
No pitch. No sales process. A conversation between two people who take business seriously.
Schedule a 30-Minute Exploratory Call
Not ready to book a call? Send me a note and I'll reach out — usually within 1–2 business days.