When fractional CFO makes sense

Fractional CFO is the right model when you need a genuine CFO — not just extra hands — but your business does not require (or cannot yet justify) a full-time hire.

Most commonly used by scale-ups and growth companies where complexity has outgrown the existing finance setup. See CFO support for scale-ups →

You need CFO-level prioritisation and a coherent finance agenda.
You need better decisions driven by cash, KPIs and unit economics — not spreadsheets.
You need cadence: forecasting, reporting and accountability that creates action.
You want to build a scalable finance function (people, process, systems, controls).

Common situations

Growth outpacing reporting and planning.
Cash management is reactive; working capital is unmanaged.
Investor / bank expectations increase and board reporting needs to level up.
Finance team is capable but needs stronger structure, direction and standards.

Unsure whether fractional CFO is the right model — or whether advisory or interim support would fit better? Use the CFO decision guide →

If you only need support on a few high-stakes decisions — without ongoing ownership — Strategic CFO Advisory may be a better fit.

If you need full-time CFO ownership during a vacancy, integration, restructuring or cash pressure, consider Interim CFO leadership →.

Fractional CFO is designed to build the foundations and then either transition to a full-time CFO or a stronger in-house team — with a clean handover.

Outcomes you should expect

A fractional CFO engagement should not feel like “more finance”. It should feel like better decisions, fewer surprises, and measurable progress in cash, forecasting and execution cadence.

Cash clarity and control

The foundation for every other decision.

Reliable cash forecast and working capital rhythm.
Visibility on runway, scenarios and constraints.
Clear priorities: where to invest, where to stop.

Forecasting that drives decisions

Driver-based forecast cadence that leads to action.
Scenario planning for growth, hiring, investment and downturn.
Better decisions on pricing, cost-to-serve and unit economics.

Board and stakeholder readiness

Board-ready reporting with narrative, insights and risks.
Bank/investor confidence through consistency and credibility.
Sharper funding story and preparation for diligence.

A scalable finance function

Role clarity across FP&A, control, finance ops and partnering.
Process and control standards that improve quality and speed.
A pragmatic roadmap for systems and data improvements.

How a fractional CFO engagement works

The goal is fast clarity, then disciplined execution. Typical engagements run in a clear rhythm.

Phase

Timeline

What happens

Diagnosis & priorities

Weeks 1–2

Rapid assessment of cash, forecasting, KPIs and finance capability. Define a focused CFO agenda and “what to stop doing”.

Cadence & execution

Weeks 3–8

Implement weekly/monthly rhythm: cash, forecast, performance review, accountability. Upgrade reporting and decision support.

Build & transition

Ongoing

Strengthen team roles, processes, controls and stakeholder readiness. Prepare a clean handover to a permanent CFO or upgraded team.

Typical scope of work

Fractional CFO is tailored, but these areas are common. The principle is: focus on what unlocks value fastest.

CFO agenda ownership

This defines what gets attention — and what doesn’t.

Clear priorities that translate ambition into a finance plan.
Performance rhythm: meetings, KPIs, owners, thresholds and actions.
Decision partnering for the CEO/leadership team.

Cash and forecasting

Cash visibility (13-week cash, runway scenarios).
Driver-based forecasting that influences decisions.
Working capital levers and accountability.

Reporting and KPIs

Board-ready reporting with narrative, insights and risks.
Single version of truth: definitions, sources and owners.
Unit economics clarity (margin bridge, cost-to-serve).

Finance function scale

Role clarity across FP&A, control, finance ops and partnering.
Process and control standards that improve quality and speed.
A pragmatic roadmap for systems and data improvements.

Funding, banks and due diligence

Funding story and materials for investors/banks.
Due diligence readiness (quality of earnings, data readiness).
Post-deal rhythm: governance, reporting and finance roadmap.

Best for: companies preparing for PE, a major financing event, or a first full-time CFO — but needing immediate senior CFO capacity to professionalise finance now.

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Frequently asked questions

A few clarifications to ensure fractional CFO is the right tool for your situation.

How many days per week does a fractional CFO work?

Most engagements start at 1–3 days per week, depending on urgency, complexity and internal execution capacity. The goal is to build cadence and capability, then reduce dependency over time.

What is the difference between fractional and interim CFO?

Fractional CFO is sustained part-time CFO leadership to build the finance function and operating rhythm. Interim CFO is typically full focus during a transition (vacancy, integration, restructuring, transaction) where immediate ownership is required. See Interim CFO →

Is fractional CFO advisory or execution?

It is leadership with execution ownership. If you only need decision support on a few topics without ownership, Strategic CFO Advisory may fit better.

Can fractional CFO help with fundraising or PE readiness?

Yes. Typical work includes KPI clarity, forecasting cadence, cash visibility, board/investor narrative and diligence readiness. For PE-backed contexts, see CFO for Private Equity →

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Senior CFO leadership without the full-time hire