Practice Leader & Client CFO

Practice Leader & Client CFO, Growth

Department: Growth Stage

Employment Type: Full Time

Location: Remote - US

Build the Practice. Scale the Teams. Partner with Growth-Stage Operators.

In 2008, Propeller reinvented the way venture-stage companies build finance teams, and in the process we defined the category the market now calls fractional. Three years ago, we quietly began building what comes next, expanding to serve our breakout clients as they scaled past venture and brought leadership in-house. That became our Growth practice: today it serves our largest clients and generates a third of Propeller's revenue.

Now, with the practice staged to break out, we're hiring the leader who will professionalize and scale it.

You'll own the practice end to end: its commercial engine, its embedded delivery teams, and the strategic relationships that anchor it, bringing the horsepower Growth-stage Consumer companies need as they scale from $30M to $300M and beyond.

Growth-stage companies operate differently than venture-stage startups. The financial infrastructure is more complex. The operational stakes are higher. The boards are more demanding. The margin for error is smaller as companies approach exit velocity. And turnover in the finance seat stays high, because these companies accelerate faster than even exceptional talent can adapt. These clients need a CFO partner who has lived the $30M-to-$300M journey;

someone who knows where the landmines are, how to build the systems that scale, and who has the career experience and confidence to make the case for uncomfortable truths when a situation requires it.

This is an equity-track leadership role for someone ready to build a practice, not just a portfolio.

Today, Propeller's 250+ professionals serve as the embedded finance and accounting partner to some of the most iconic emerging companies in Consumer, Technology, Blockchain, and Business Services. All are full-time employees, across three continents; none are contractors or freelancers. Behind us: 1,500+ companies served, $105B+ in enterprise value created, 26 unicorn alumni, and $29B+ raised. Ahead of us: the transformation of professional services through AI-enabled intelligence.

Our embedded teams integrate seamlessly into client operations in multi-year partnerships. We attend weekly leadership meetings, participate in board prep, collaborate on strategic decisions, and have direct access to client CEOs and CFOs. This embedded positioning creates trust, access, and influence that traditional providers never achieve.

Propeller OS, our financial operating platform, combines human judgment, precision accounting, data infrastructure, and AI-enabled insight to transform finance from a back-office function into the central nervous system of growth. The system enables finance-grade standards of lineage, reconciliation, auditability, and explainability, with a named human accountable for every number we ship.

Most leadership roles emphasize one dimension. This role requires three.

At $30M to $300M there is no bench to delegate to, so the finance leader architects the data systems, engineers the process change, and directs the AI that now carries the mechanical work, all  market treats each of those as its own job. We built the infrastructure that makes them one: embedded access, AI fluency training, and dedicated change-management capacity behind every engagement.

You own the Growth practice's expansion: pipeline, bookings, retention, and P&L. You think like a business owner. You build relationships before you need them, identify opportunities others miss, and close deals that grow the practice. You develop go-to-market strategy for Growth-stage Consumer companies and build the private equity, investor and advisor relationships that generate referrals. Sixty-seven percent of our closed-won new business comes from referrals, so the network already produces;

your job is to point it at Growth and extend it. If you wait for business development to hand you leads, this isn't your role.

You build the teams that carry our Growth portfolios:
Controllers who each run their own client book. Controller and CFO are parallel tracks here, not rungs on one ladder, and part of your job is placement, putting people in the seat where their strengths compound. A brilliant controller running five clients flawlessly outranks a miscast CFO in every way that matters to a client. You set service standards…