Fractional CFO services
The CFO function your company needs, without the full-time hire it can't yet justify.
Fractional CFO means 2–4 days per month of senior financial leadership embedded in your company. Not 40 hours a week. Not a retainer that bills you for reading emails. The scope is calibrated to what your business actually needs.
What fractional CFO actually means
A full-time CFO costs $200,000–350,000 loaded. For a company doing $10–50M in revenue, that's a significant bet on a role you may not need full-time for another two years. But running without one means flying blind on the decisions that matter most: cash management, board reporting, pricing strategy, vendor contracts, and anything related to a fundraise or exit.
The fractional model gives you the same quality of financial leadership at a fraction of the cost. 2–4 days per month of someone who has been a CFO, not someone practicing at being one. The trade-off is availability, not depth.
It also isn't a downgrade from a full-time hire. A fractional CFO who has led two exits and managed a Blackstone-led board brings more relevant experience than most full-time hires you could recruit for that budget.
Who this is for
Companies in the $5M–$100M range that have real financial complexity, a board or investors who ask hard questions, and a need for strategic financial leadership, but not 40 hours a week of it.
More specifically: you have a bookkeeper or a controller who does the accounting work, but nobody who builds the financial model, owns the FP&A function, runs the board materials, or tells you when a vendor contract is quietly costing 20% more than it should.
If you're approaching a fundraise, a potential exit, or a major operational decision, that's the clearest signal you need this. But the companies that get the most value start the engagement before the inflection point, not scrambling to catch up after.
What's included
Scope is customized to each engagement, but these are the areas where a fractional CFO delivers the most impact for a company in the $5M–$100M range.
Financial reporting and close process
Monthly and quarterly close with budget-to-actual variance analysis and KPI dashboards your board can read in 10 minutes. Clean financials that can hold up to investor or buyer scrutiny. We've cut close cycles from 25 days to 5 days before. That kind of discipline compounds.
Cash flow management
Rolling 13-week cash flow forecasting with actionable recommendations. Most companies don't run out of money suddenly. They run out of money predictably, because nobody was watching the model six weeks earlier. That's what this function prevents.
Board and investor reporting
Board materials that don't just report what happened but tell the story behind the numbers. Reporting to a Blackstone-led board, and before that to a publicly traded corporate parent, means knowing what sophisticated investors will ask, what they'll push back on, and what kind of variance explanation will land vs. raise more questions.
FP&A and financial modeling
Multi-scenario P&L models, cohort analysis, unit economics, and the financial infrastructure to make strategic decisions with real numbers behind them. Not spreadsheets stitched together after the fact. A model that drives the business forward.
Vendor renegotiation and cost structure review
Most vendor contracts go unreviewed because nobody owns them. A CFO-level review of your cost structure regularly surfaces meaningful savings. At one company, a collections process redesign recovered $2M annually at a 100:1 return on investment. The waste is usually there.
Operational efficiency analysis
Finding the P&L levers that aren't obvious from the income statement. Which product lines have margin problems? Where is headcount misallocated? What processes are eating gross margin that a restructuring could fix? These questions require someone who can build the model and push for the answer.
How engagements work
- 1
Assessment (weeks 1–4)
A focused financial and operational review that maps your current state: what the financial infrastructure looks like, where the gaps are, and what the highest-return opportunities are. Not a 100-page deliverable. A prioritized list of actions with dollar values attached and an honest read on what's actually driving your numbers.
- 2
Embedded leadership (ongoing)
We join your leadership team at the cadence your business needs, typically 2–4 days per month. The work covers the full CFO function: financial reporting, cash flow management, board prep, strategic analysis, and cross-functional problem-solving. You get a CFO who shows up at your leadership meetings, not an advisor who sends commentary on your financials.
- 3
Ongoing partnership
Engagements evolve as the business does. When an inflection point arrives (a fundraise, a potential exit, a major operational restructuring), we scale up for it. When the business needs steady-state financial leadership, we operate at that cadence. The engagement changes; the relationship doesn't.
Fractional vs. full-time
| Full-time CFO hire | Kyro fractional CFO | |
|---|---|---|
| Annual cost | $200,000–350,000 loaded | Fraction of that, calibrated to scope |
| Time to impact | 6–9 month search, 3–4 month ramp | Week 1 |
| Commitment | Long-term employment, termination risk | Month-to-month, scales with your needs |
| Transaction experience | Varies widely | Two completed exits, Goldman Sachs IBD background |
Start with a 30-minute conversation.
Tell us where your company is and what you're trying to solve. We'll tell you honestly whether we can help and what the engagement would look like.
Let's talk