Fractional Executive Services

Embedded CFO and COO leadership for founder-led businesses — the operational and financial horsepower of a full-time executive at a fraction of the cost.

Fractional CFO

Our fractional CFOs deliver strategic financial leadership: monthly reporting packages, cash flow management, lender relationships, KPI design, budget and forecast development, and exit readiness preparation. We build the financial infrastructure that supports both operational excellence and a premium transaction valuation.

Fractional COO

Our fractional COOs drive operational transformation: process documentation, team structure design, technology selection, performance management frameworks, and scalability initiatives. We build the operational foundation that buyers pay a premium for.

Who It Is For

Businesses with $3M–$50M in revenue that need strategic leadership to grow, prepare for exit, or navigate a critical inflection point — without the cost or commitment of a full-time C-suite hire. Particularly valuable for businesses 12–24 months from a planned ownership transition.

The integration advantage

When a fractional engagement precedes a transaction, we already understand your business deeply — financials, operations, team, risks, and opportunities. That produces better preparation, a more compelling story for buyers, and a smoother due diligence process.

What does a fractional CFO cost compared with hiring?

A fractional engagement is a fraction of the fully loaded cost of a full-time hire — salary, bonus, benefits, equity, and the recruiting cost of getting it wrong. For a business between $3M and $50M in revenue, the work that genuinely requires a CFO is rarely a full-time load; what it requires is senior judgment applied consistently.

The more useful comparison is not cost against cost. It is what the engagement changes: cleaner financials, a defensible growth story, and reduced owner dependence are the three factors that most reliably move a valuation multiple.

When should a founder engage fractional leadership?

Three moments account for most engagements: preparing for an ownership transition 12–24 months out, outgrowing the financial infrastructure that carried the business to its current scale, and hitting an operational ceiling where the founder has become the bottleneck.

Owner dependence is worth naming specifically, because buyers price it. A business that cannot run for a month without its founder is a job, and it is valued as one. Reducing that dependence is slow work, which is exactly why it should not start during a sale process.