Description:

The Fractional CFO will serve as a strategic financial partner to Senior Leadership, the Executive Team, and the Board, providing business acumen, growth planning, financial clarity, and team development. Which may include:

1. Strategic Growth & Expansion Planning

A. Multi-Location Expansion Strategy

Develop a 5-year strategic financial growth plan
Build financial models for:

o New location launch economics

o Attendance ramp assumptions

o Giving per capita sensitivity

o Capital requirements (lease vs. purchase vs. build)

Define financial viability thresholds for new locations
Create location performance scorecards
Assist in site selection and financial due diligence

B. Capital Planning & Funding Strategy

Long-range capital plan
Debt capacity analysis
Cash reserve policy design
Capital campaign financial modeling
Donor concentration analysis
Evaluate financing options (bond, bank, internal funding, campaign-based)

C. Scenario Planning

Best-case / base-case / downside models
Stress-testing giving trends
Liquidity protection strategy
Economic downturn contingency plan

2. Financial Leadership & Governance

A. Executive-Level Financial Reporting

Develop Board-ready financial dashboards
KPIs tailored to multi-location operations:

o Giving trends by location

o Cost per attendee

o Ministry efficiency ratios

o Payroll ratio benchmarks

o Location contribution margin

Cash flow forecasting (rolling 12–18 months)

B. Budgeting & Forecasting

Transition from annual static budget to rolling forecast model
Location-level budgeting discipline
Ministry-level accountability frameworks
Variance analysis process improvement

C. Internal Controls & Risk Management

Review and strengthen:

o Segregation of duties

o Cash handling procedures

o Location-level controls

o IT/financial systems controls

Policy documentation and standardization
Fraud risk assessment

3. Organizational & Finance Team Development

A. Current Team Assessment

Evaluate existing accounting and finance staff structure
Skills assessment and role clarity
Identify gaps for multi-location scalability

B. Organizational Design

Recommend scalable finance org chart
Define:

o Location finance roles

o Centralized vs. decentralized functions

o Reporting hierarchy

Succession planning framework

C. Process Optimization

Close process improvement (reduce days to close)
Accounts payable and receivable process refinement
Location reporting standardization
Financial systems evaluation (if needed)

D. Leadership & Mentorship

Ongoing mentoring of Controller/Finance Director
Build analytical capability within team
Establish financial literacy training for location pastors

4. Operational & Strategic Advisory

A. Business Acumen Integration

Translate ministry strategy into financial reality
Evaluate ROI of new initiatives
Assess ministry program cost effectiveness
Strategic staffing analysis tied to growth

B. Data & Decision Support

Develop executive dashboard
Attendance-to-giving correlation analysis
Donor retention modeling
Predictive growth modeling

C. Real Estate & Facility Strategy

Financial analysis for lease vs. own decisions
Long-term facility utilization modeling
Multi-location overhead allocation strategy

Deliverables (First 6–12 Months)

Phase 1: Assessment (First 60–90 Days)

Financial health diagnostic report
Location-level profitability analysis
Finance team capability assessment

Phase 2: Infrastructure Build (Months 3–6)

5-year financial model
Rolling forecast model
Executive dashboard implementation
Org design recommendation
Capital plan framework

Phase 3: Strategic Execution (Months 6–12)

New location launch financial playbook
Capital funding strategy execution support
Ongoing board reporting enhancement
Finance team mentoring and development

Engagement Structure

Fractional CFO availability: X hours per week (typically 10–20) – TBD after we refine scope.
Monthly executive strategy sessions
Board participation
Ongoing financial modeling and advisory support

Success Metrics

Successful financial launch of new locations
Improved cash reserve ratio
Reduced month-end close timeline
Improved budget-to-actual accuracy
Clear financial visibility across all locations
Strengthened internal control environment
Finance team operating independently at a higher strategic level

Requirements:

Ideal candidate will live within 2 hours of Tampa, FL
Must have some non-profit accounting experience

PM20

PIae56fe366077-25404-39722788

Roots Staffing

New Jobs

Director - CFO Advisory Investment Companies

Fractional CFO

Funding Director/CFO Advisory