Chief Financial Officer

Fischer Family Campus
249 W. Thornhill Dr.
Fort Worth, TX 76115, USA

Be PROUD of what you do

You'll join a mission-driven team and agency dedicated to supporting our clients. We have been entrusted with a 116-year legacy of doing good and we have set forth a bold goal of ending poverty in our community. Our services are uniquely positioned to address a myriad of key factors that keep families from reaching their bigger, brighter future. We have identified five different areas, or pathways, in which our programs create impact: financial resiliency, education credentials, emotional resiliency, resource stability, and employment.

And we're growing our team to make it all happen!
Though we are guided by our Catholic Faith, you do not have to be Catholic to join our team or receive services.

Top Accountabilities

Executive Leadership, Management, and Accountability (LMA)

Strategic Financial Leadership, Enterprise Transformation, and Sustainable Growth

Annual Operating Plan, Adaptive Forecasting, and Enterprise Performance

Board, Executive, Funder, and Mission Impact Stewardship

Financial Integrity, Compliance, Risk, and Infrastructure

What will you be doing in your role?

Executive Leadership, Management, and Accountability (LMA)

Serve as a trusted member of the Senior Leadership Team and a strategic counselor to the President/CEO, bringing enterprise judgment, financial discipline, and a mission-first perspective to consequential decisions.

Lead, develop, and hold the finance team accountable to clear outcomes, service standards, deadlines, and the highest levels of accuracy and integrity.

Build the right finance structure, clarify decision rights and lines of authority, and ensure the right people are in the right seats with meaningful succession and development plans.

Promote shared ownership of financial and operating results across CCFW; finance will enable sound decisions, but every leader will be accountable for executing the annual operating plan and adapting when results vary.

Create a culture in which healthy challenge, respectful candor, timely decisions, and follow-through are expected and grounded in CCFW's mission, Catholic identity, and commitment to human dignity.

Strategic Financial Leadership, Enterprise Transformation, and Sustainable Growth

Partner with the President/CEO, Board, and Senior Leadership Team to lead CCFW through a deliberate transition to an approximately $25 million operating model while protecting the outcomes that matter most.

Develop a multi-year financial strategy that stabilizes CCFW in the near term and establishes a responsible path to expand sustainable revenue, annual operating capacity, and mission reach over time.

Translate mission, strategy, community need, program results, and available resources into a clear enterprise-wide framework for prioritizing initiatives and allocating resources.

Challenge legacy assumptions, structures, practices, and organizational complexity that no longer produce sufficient mission value or are not sustainable.

Provide objective analysis of program economics, outcomes, scalability, funding durability, capacity, and strategic relevance to support difficult choices and identify programs best positioned for future investment.

Identify where CCFW should preserve or increase investment, redesign delivery, improve reimbursement or cost recovery, strengthen partnerships, consolidate activity, or discontinue work that no longer merits scarce resources.

Partner with the President/CEO, advancement leadership, program leaders, and the Board to evaluate and champion mission-aligned revenue opportunities, including philanthropy, public and private grants, government funding, reimbursement, strategic partnerships, and earned or contracted revenue.

Build credible cases for investment that connect additional resources to demonstrated need, service capacity, measurable outcomes, full costs, organizational readiness, and long-term sustainability.

Ensure proposed growth is adequately funded and does not create underfunded commitments, excessive restrictions, concentration risk, or structural complexity that weakens the organization.

Develop multi-year scenarios and clear readiness thresholds for revenue, programs, staffing, facilities, technology, partnerships, liquidity, reserves, and reinvestment; surface risks and opportunities early with practical recommendations.

Annual Operating Plan, Adaptive Forecasting, and Enterprise Performance

Build and lead a collaborative annual operating plan that translates strategy into specific initiatives, revenue assumptions, resource commitments, milestones, accountable owners, performance measures, and expected mission outcomes.

Treat the annual operating plan as a living management system rather than a once-a-year finance exercise, updating assumptions, priorities, and actions as results, funding, demand, and external conditions change.

Establish joint accountability with department, program, and advancement leaders, equipping them to…