Driving Strategic Financial Excellence Across Every Function
At Strategic CFO®, we take a holistic approach to solving your finance, accounting, and operational challenges. Our goal is to transform the finance function into a value creator, not just a back-office necessity.
We bring integrated leadership and execution across three core areas:
Whether you’re facing cash constraints, declining profitability, or rapid growth, we deploy seasoned professionals including interim CFOs, controllers, and turnaround experts to restore clarity, optimize processes, and stabilize financial operations. From financial clean-up to designing scalable models, our restructuring solutions align with your long-term goals.
Traditional outsourcing is not enough. Our trademarked NearSourcing™ model combines remote execution with in-house oversight, delivering strategic accounting support, direct system access, and regular on-site leadership reviews. You receive U.S.-based, credentialed professionals who manage your finance function as if they were internal team members, without the cost or management burden of hiring in-house.
Many companies are held back by outdated, inaccurate, or incomplete financial data. Our team specializes in accounting clean-up—untangling messy books, correcting prior period errors, and rebuilding your general ledger so leadership can make confident, data-driven decisions. We also assess and optimize accounting systems and reporting structures to ensure your finance function is accurate, efficient, and ready to scale.
Strategic CFO® has been working with entrepreneurial companies for 25 years, and in that time we’ve discovered that a gap exists in the financial leadership of many firms. This gap has been created largely due to the increased automation of the accounting functions as computers become faster and more powerful.
The problem with managing growth for most organizations is that it is not a seamless, smooth process. Instead, it is a wrenching, chaotic one. Growth requires substantial and dramatic changes in the skill sets of personnel, in systems, and in processes. Ideally, companies should ramp up little by little as growth occurs. Unfortunately, acquiring new skills, systems, and processes little by little is generally not feasible.
As a company lurches through the growth process, the skill set required for its CFO changes. The skills required to run a $10 million company are different than those required to lead a $40 million company. Consequently, a “life cycle” of a CFO emerges.
As a company grows, they postpone hiring a CFO until a problem occurs. The first year of a CFO’s job is consumed with “cleaning up” the financial records of the company. After having successfully whipped the financials into shape, the CFO looks to the entrepreneur for new challenges. The CEO, not wanting to lose the new team member, assigns the CFO new job duties in order to keep him/her challenged. At this point, the CFO is given IT, HR, legal, and other responsibilities. In essence, the CFO becomes the “Chief Administration Officer”.
The third-year the CFO wants a raise or new challenges. Unfortunately, the job is only worth so much or something happens to the economy and the CFO leaves.
In the CFO consulting environment, Strategic CFO® has seen a pattern in the challenges companies face – cash flow issues, profitability issues, leadership issues, etc.
In those 25 years, Strategic CFO® developed a unique process that shortens the time for a CFO to achieve results that address these issues. It’s an 8-step process that analyzes all aspects of your business. Strategic CFO® then recommends and implements solutions and quantifies results in clear and measurable terms.
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