COMPENSATION & TEAMPART OF THE FRACTIONAL CFO SCOPE

Compensation and the finance team.

The finance team was hired reactively — a bookkeeper, then someone to help the bookkeeper — and its shape reflects the company from four years ago. Nobody is being developed, because nobody senior enough is there to develop them. 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.
WHAT WE DO ABOUT IT, BELOWUNITED STATES AND CANADA
How We Run It
01 / 03
What we actually do, in the order we do it.

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.

BROUGHT IN FOR THIS, AT NO CHANGE TO THE FEE

Compensation and finance recruitment specialists

What Changes
02 / 03
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.
Who Arrives With This
03 / 03
The sentences that usually bring somebody to this page.
Nobody arrives asking for a workstream. They arrive with a situation, and this is one of the two or three we would put against it.
“My finance person is leaving”
THE OTHER SIXTEEN
The rest of the scope.
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.
Planning and forecastingReporting, KPIs and the boardCash, treasury and working capitalControls, systems and the closeDebt and lendersEquity and investorsTransactionsValue, exit and successionPricing, margin and unit economicsTax coordination and incentivesCross-border and multi-entityRisk, fraud and crisisCapital allocation and investment appraisalTurnaround and profit improvementTechnical accounting and revenue recognitionGovernance and stakeholders
SEE THE FULL SCOPE →
What Happens Next

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.
BOOK A CONVERSATIONREAD THE AGREEMENT
ONE HOUR · NO CHARGE · A WRITTEN NOTE BACK WITHIN TWO WORKING DAYS
THE HOURWhat the business does, how the cash moves through it, and what would have to be different in a year.
THE NOTEWhat we heard and what we would look at first, in writing, within two working days.
THE PODThe CFO and controller who would hold your seats, each with a named backup behind them.
THE STANDARDClose by the seventh working day, pack on the eighth, and a published response standard in between.