In the order we do it.
Incentives are tied to measures the individual cannot move, which teaches people that the bonus is weather rather than consequence. And the whole function usually rests on one person who has never taken two consecutive weeks off.
The structure gets designed against the business you are becoming: which roles you need now, which you need at the next stage, and the order to hire in. The structure is built to stand on its own, and we say plainly which roles get you there.
Incentives are tied to measures the person actually controls, with the definitions written down in advance. Process gets documented as a condition of the work rather than a project that never happens — which is what makes a new hire productive in weeks instead of quarters.
What you can do afterwards that you cannot do now.
Hire in the right order rather than the urgent one.
Lose a key person without losing the function.
Pay for outcomes people can genuinely move.
Your CFO does not do this alone.
With a named controller alongside them, a named backup on every seat, and the specialist bench behind both — all inside one fixed monthly fee.
The situations that route here.
“My finance person is leaving”
Nobody needs all of it at once.
The diagnostic decides which two or three matter first in your business, and you keep that assessment either way.
Tell us what your month looks like. We will tell you whether this is the first thing to fix.
One hour on your business, with the CFO who would hold the seat rather than a salesperson. Nothing to prepare and nothing to sign. A written note back within two working days saying what we heard and what we would look at first.