Fractional CFO

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

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

PM20

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