Fractional & Part-Time CFO
Senior financial leadership.
Precisely when you need it.
Growing and transitioning businesses need experienced financial leadership — but not always full-time. I step in as your CFO on a part-time or interim basis, providing the oversight, structure, and decision-making support you need without the overhead of a permanent hire.
What I do as your Part-Time CFO
Full CFO accountability on a flexible schedule. I integrate into your leadership team, take ownership of the finance function, and provide the strategic and operational financial support your business requires.
The scope is tailored to your situation — whether you need a few focused days per month or a more intensive engagement during a critical phase. I work directly with founders, management teams, boards, and investors, always with a clear focus on what matters most at that moment in your business.
Annual plans, rolling forecasts, and scenario models that reflect how your business actually works — built for decisions, not just reporting.
Rigorous cash-flow monitoring, short- and medium-term liquidity planning, and early identification of pressure points before they become crises.
Designing and implementing reporting structures that give leadership the right numbers at the right time — concise, actionable, and trusted.
Board-ready financial packages and investor presentations that communicate performance clearly and build confidence with stakeholders.
Building or improving processes, tools, and team structures in the finance function — creating the foundations for scale without unnecessary complexity.
Capital structure analysis, fundraising support, restructuring, and financial guidance in situations where decisions carry real consequences and time matters.
When a Part-Time CFO makes sense
Not every business needs a full-time CFO — but every business at a critical juncture needs senior financial thinking. A fractional arrangement delivers exactly that, at the right cost and with full flexibility.
Grounded in real CFO experience
My CFO work is not advisory at arm's length — it comes from having held the role directly, across different business types, stages, and geographies. That experience shapes how I work and what I focus on.
Over more than ten years I have served as Interim and Part-Time CFO across growth businesses, international environments, and special situations. Two engagements are worth highlighting as illustrative of the depth of involvement and the contexts I am comfortable operating in.
Interim & Fractional CFO — Growth & Transformation
Multiple part-time CFO mandates supporting management teams and boards through growth phases, fundraising, restructuring, and financial function build-out. Hands-on responsibility for financial planning, reporting, investor relations, and strategic finance — integrated directly into the leadership team, not operating as an external consultant.
Board & Finance Committee — US Biotech Company
Board member and finance committee member of a US-based biotechnology company. Responsibility for financial oversight at board level — including budget approval, audit and control, capital allocation, and financial reporting to shareholders. This experience provides direct insight into what boards and institutional investors expect from the CFO function, and how to build that relationship effectively.
How an engagement works
Every engagement starts with a conversation. The structure, scope, and time commitment are agreed based on what your business actually needs — not a standard package.
A confidential discussion about your situation, your current finance function, and what you need. No obligation, no pitch — just a frank conversation to understand whether there is a fit.
Based on the initial discussion, I outline a proposed scope, time commitment, and engagement structure. Typically this is a defined number of days per month with clear priorities and a review at the end of the first period.
I get up to speed quickly. Within the first few weeks the focus is on understanding the business, the numbers, and the key people — and on identifying the highest-priority issues that need immediate attention.
Regular, structured involvement in leadership — attending relevant meetings, owning the financial deliverables, and being available when questions arise. The engagement adapts as your needs evolve.
When the time comes — whether you hire a full-time CFO or the need diminishes — I ensure a clean handover. If the relationship is working well, many clients choose to continue on an ongoing advisory basis.
Ready to talk?
The right financial leadership.
At the right time.
If your business is at a point where senior financial thinking would make a difference — whether you know exactly what you need or you are still figuring it out — a conversation is the right place to start.
Start a conversation