Most CFOs I talk to are running a finance function that's structurally one or two stages behind where the business actually is.
They don't realize it until something breaks.
Here's how to know it's already broken.
🧵
The three most common mistakes I see:
1. $25M company hiring the $100M version. The hire is bored, builds tools nobody uses, leaves in 18 months.
2. $80M company running the $15M version. The CFO is doing the forecast herself.
3. Adding the next stage's reports without retiring the previous stage's. Now FP&A produces 14 reports and informs 2 decisions.
Most FP&A failures aren't quality issues.
Most companies don't have a "bad FP&A" problem.
They have a "wrong FP&A for their stage" problem.
Here's what FP&A should actually look like at each revenue stage 🧵
The best finance hires aren't the smartest.
They're the ones who actually look.
That's the difference between someone executing the close and someone owning it.
A short story about a Controller we placed 4 months ago.
The company had a $340K hole in their inventory schedule for 18 months.
Two prior Controllers missed it.
She found it in week 2.
Here's how.
🧵
The CFO told me on our quarterly check-in:
"She found something my last two Controllers missed.
And she did it in week two because she actually looked."
If three or more of the items in this thread describe your week — DM me.
30-minute scoping call. I'll tell you what to fix first, even if you don't hire us.
The next board meeting is closer than you think.
Most CFOs I talk to are running a finance function that's structurally one or two stages behind where the business actually is.
They don't realize it until something breaks.
Here's how to know it's already broken.
🧵
What works:
Senior Accountants and Controllers from LATAM, Eastern Europe, SEA. Your time zone. Big 4 trained. Client-facing when needed. Hourly or full-time.
Audit-ready close in under 10 days. Onboarding in 2-3 weeks, not 12.