Chief Financial Officer (CFO)
Location: On-site or Hybrid (firm-dependent)
Reports to: Managing Partner / Executive Committee
Direct Reports: Controller, Accounting Manager, Billing/AR, AP, Finance Analysts (as applicable)
Role Summary
The Chief Financial Officer is the firms
financial architect and risk manager. This role owns
cash flow, profitability, forecasting, partner reporting, and financial controls across the firm.
In a contingency-fee environment, the CFO must be fluent in
timing risk,
case pipeline economics, and
working-capital management. This is not a back-office role—it is a
strategic leadership position with direct influence on firm growth, compensation, and long-term stability.
Core Responsibilities
Financial Strategy & Firm Economics
- Own firm-wide financial strategy aligned with growth, expansion, and partner objectives
- Translate case volume, settlement velocity, and fee realization into reliable financial forecasts
- Advise partners on:
- Capital allocation
- Hiring pace
- Office expansion
- Marketing ROI vs. cash exposure
- Model best-case, expected, and downside scenarios tied to litigation timelines
Cash Flow, Liquidity & Risk Management
- Manage cash flow in a high-volatility, contingency-fee environment
- Forecast cash needs based on:
- Case age and stage
- Expected settlements
- Litigation costs and advances
- Maintain liquidity buffers to protect the firm from settlement delays
- Oversee lines of credit, banking relationships, and financing arrangements
- Ensure disciplined controls around case costs and vendor payments
Budgeting, Forecasting & Reporting
- Lead annual and rolling budgets with partner input
- Produce clear, actionable reporting for leadership, including:
- Revenue by practice area
- Fee realization rates
- Case aging and inventory value
- Marketing spend vs. collected fees
- Profitability by office, team, or attorney
- Move reporting from historical to forward-looking
Accounting, Controls & Compliance
- Oversee all accounting functions:
- General ledger
- AP/AR
- Trust accounting
- Payroll and benefits coordination
- Ensure compliance with:
- State bar trust accounting rules
- GAAP (or firm-adopted standards)
- Tax filings and audits
- Implement internal controls to reduce financial risk and error
- Partner with outside CPAs, auditors, and tax advisors
Case Cost & Trust Accounting Oversight
- Maintain strict oversight of:
- Client trust accounts
- Case cost advances
- Settlement disbursements
- Ensure absolute separation between operating and trust funds
- Prevent compliance failures that could expose the firm to disciplinary risk
Partner Compensation & Incentives
- Design and administer partner compensation models
- Model origination, working attorney credit, and profit distribution scenarios
- Ensure transparency, consistency, and fairness in partner reporting
- Provide data to support difficult but necessary compensation conversations
Cross-Functional Leadership
- Work closely with:
- Managing Partner (strategy and governance)
- CMO (marketing spend, ROI, cash exposure)
- COO / Operations (staffing, capacity, efficiency)
- Serve as the financial counterweight to growth decisions—supporting expansion without reckless risk
Required Experience & Qualifications
- 10+ years in senior financial leadership (CFO, VP Finance, or equivalent)
- Prior experience in:
- Personal injury law firms strongly preferred, or
- Professional services with irregular revenue cycles (legal, consulting, healthcare)
- Deep understanding of:
- Contingency-fee economics
- Trust accounting
- Cash-flow forecasting under uncertainty
- Proven ability to advise ownership-level stakeholders
- CPA, CFA, or equivalent credentials preferred (not required)
What Success Looks Like (12–18 Months)
- Predictable cash flow despite settlement variability
- Clear visibility into case inventory value and financial risk
- Disciplined marketing and operating spend tied to real liquidity
- Trusted financial reporting partners actually use to make decisions
- Reduced financial surprises—no scrambling at payroll or distribution time
This Role Is Not For
- Bookkeepers or controllers who don't think strategically
- Leaders uncomfortable challenging partners with data
- CFOs without experience managing irregular or delayed revenue
- Anyone who treats trust accounting casually