A CFO in your corner, without the CFO salary.
Fractional means part-time. It doesn't mean part-way. Chris joins your management rhythm, brings a forecast built on books his team closed, and takes the bank, the CPA and the big decisions with you.
When you need this
The company has real financial decisions in front of it (people, equipment, debt, a location, a transaction) and nobody with the time and training to model them. The owner is doing the CFO job on instinct. The controller or bookkeeper is good at what happened and can't say what happens next. The bank is asking for a level of reporting the team can't produce without a scramble.
What we look at
— The decisions made on instinct in the last twelve months.
— The forecast, if one exists, and whether anyone believes it.
— Margin by customer, job, location or unit.
— The debt structure and the bank relationship.
— The scorecard the owner actually watches.
— Owner compensation and distributions against cash.
— The capacity and cost of the current finance team.
What we build or change
— A monthly close within 15 days, with commentary.
— A rolling 13-week cash forecast updated weekly, and an annual forecast with written assumptions.
— A one-page scorecard built for your business.
— Profitability reporting at the level you manage.
— Lender and covenant reporting on a calendar.
— A standing monthly review with Chris and a weekly cash note when it matters.
— Chris in the room, or on the call, with your banker, your CPA and your attorney.
What changes for you
What you get
The forecast, the package and the scorecard.
What improves
Faster reporting, margin visibility, working-capital control and a finance function the business can grow into.
What you can now decide
Whether to hire, buy the equipment, open the location, refinance, distribute, or sell, on numbers, and enter every lender conversation prepared.
For the person checking our work
We build the forecast from receivables aging by customer, payables by due date, payroll by cycle, the debt schedule, tax and distribution calendar, and capex commitments, and we reconcile it to actual cash every week so the variance tells us what we got wrong.
Fit. Owner-led companies from roughly $2M to $50M. Below that, start with accounting and a project. Above that, you may need a full-time CFO, and we'll say so.
What it looks like
Sample one-page scorecard
Owner-led company · month of August
| Entity group | Assets | Debt | Cash |
|---|---|---|---|
| Operating companies (2) | 6,420 | 1,180 | 712 |
| Real estate LLCs (6) | 14,850 | 7,940 | 388 |
| Trusts (3) | 9,210 | 0 | 246 |
| Intercompany, eliminated | (640) | (640) | 0 |
| Family total | 29,840 | 8,480 | 1,346 |
Sample. Six numbers the owner reads on Monday, each defined once and calculated the same way every month.
Questions we get about this
How much of Chris's time do we get?
A standing monthly review, a weekly cash call if you're forecasting, and the phone in between. Calls come back the same business day.
Do we have to move our accounting to you?
No. Many clients start with CFO work only. We review what's there and we're direct if it needs cleanup.
Do you replace our controller or bookkeeper?
No. A good one stays and gets a CFO to work with; we handle the forward-looking work they weren't hired for.
Do you replace our CPA?
No. We prepare what they need and work with them directly. CPA bills usually go down.
Do you attend board or family meetings?
Yes, when you want a CFO in the room.
Are you local?
Naperville, in person across the Chicago area. The same team on a screen anywhere else.
Related
Tell us what's going on. We'll tell you what we see
One conversation with Chris, no deck. He'll tell you what he sees and what it would take to fix it, including if the answer is that you don't need a CFO yet.
Chris Greco, Founder and President.
Your first call is with him, not a sales team.