General discussion only; not a recommendation for a specific business or transaction.
Look at the decisions, not just the size
A growing business may need senior financial support when the complexity of its decisions exceeds the information and capacity available. Revenue alone does not determine that point. Fundraising, expansion, changing margins and governance expectations all shape the requirement.
Identify what is missing
Is the issue the accuracy of the accounts, the speed of reporting, the quality of forecasts or leadership around major decisions? Each problem may call for a different response. Define the gap before selecting a role.
Consider the working model
A fractional arrangement may suit a recurring need for senior judgment that does not yet justify full-time capacity. A focused project can address a bounded objective. A full-time CFO may be appropriate where the scale and daily demands of the role require continuous involvement.
Check the fit with the existing team
Be explicit about who owns bookkeeping, financial control, reporting and strategic analysis. A senior adviser cannot sustainably substitute for every missing operational role. The engagement needs realistic responsibilities and access to reliable information.
Ask for relevant experience
Ask how the proposed CFO has handled similar decisions, what their specific role was and what information they would need to begin. Detailed examples are more useful than broad promises.
Agree what progress looks like
Define a small set of useful deliverables and a review rhythm. These might include clearer cash visibility, a consistent management report or a model suitable for an upcoming funding discussion. The measures should reflect the problem the engagement is intended to solve.
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