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
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
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Must have some non-profit accounting experience
PM20
PI8de653ce1671-25404-39722788
