Straight answers before the first call

When the company needs the seat every day. Fractional fits while the work is a share of a full-time job. If an interim engagement runs past six months, that's the signal, and we'll recommend a permanent hire. The work we've done becomes the job description, and we'll help you scope the role and run the search.

It comes down to two questions: is the chair empty, and do you need one executive or a whole accounting function? Fractional means ongoing senior help for part of each month. Interim means full-time cover for a fixed stretch while the permanent seat is open. Outsourced usually means hiring a firm that brings its own bookkeepers and accountants along with the CFO. Part-time and virtual are other words for fractional. We offer fractional and interim leadership. Day-to-day bookkeeping isn't part of a standard engagement.

Usually one side is louder, and that's where we start. The two are connected. Lost margin usually traces back to pricing, purchasing, or how the work gets done, and it ends up in cash. You get one person who sees both, which means the fix doesn't stop at the edge of the finance department.

It makes the work faster. The work happens inside the system you have, tightens what isn't working, and connects the scorecard to the financials, so the numbers your team reviews each week tie to the numbers your bank sees each month.

Your CPA firm knows your books and should keep doing what it does well. A CPA firm looks at results after the fact and carries independence rules that limit how far it goes inside your operations. This work looks forward, inside the business: the pricing model, the inventory plan, your vendors, the weekly leadership meetings, the bank negotiation. The best engagements have both, working together.

Most companies your size need both, and we'll help you hire them. A controller keeps the books accurate. An operations manager keeps the work moving. Neither renegotiates your credit facility, rebuilds your pricing model, redesigns the org chart, or tells your board the plan is wrong.

We focus on companies that make, move, stock, or sell physical products, especially multi-location distributors, along with technology and energy businesses scaling past their first systems. The same problems show up in every industry: cash stuck in receivables and inventory, margin that can't be traced to a source, reporting that arrives too late to act on, and a business that still runs through its owner. If your company isn't a fit, we'll tell you on the first call.

I've implemented Epicor Eclipse, Medius, and Billtrust, and I build reporting in Power BI and Tableau. Most of the work happens inside the system you already run. A new system is only on the table when the numbers justify it.

We limit our client load so every engagement gets what its tier promises. You'll know what else is on our plate before you sign.

You get a written 90-day plan with owners and dates, a working 13-week cash forecast, a first version of your company scorecard, and a monthly reporting package in the format we agreed on. If you've already completed a diagnostic, that groundwork exists and month one goes straight to execution.

Yes to both. We're based in Dallas and work with companies anywhere in the United States, on the same terms. Most of the work happens remotely. We're onsite whenever the work calls for it: plant walks, shadowing the order process, a leadership offsite, a lender meeting, or time with your team face to face. You decide when, and you approve the travel in advance.