Fractional CFO

Overview

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.

Responsibilities Strategic Growth & Expansion Planning

A. Multi-Location Expansion Strategy

• Develop a 5-year strategic financial growth plan
• Build financial models for:
  • New location launch economics
  • Attendance ramp assumptions
  • Giving per capita sensitivity
  • 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

Financial Leadership & Governance

A. Executive-Level Financial Reporting

• Develop Board-ready financial dashboards
• KPIs tailored to multi-location operations:
  • Giving trends by location
  • Cost per attendee
  • Ministry efficiency ratios
  • Payroll ratio benchmarks
  • 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:
  • Segregation of duties
  • Cash handling procedures
  • Location-level controls
  • IT/financial systems controls
• Policy documentation and standardization
• Fraud risk assessment

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:
  • Location finance roles
  • Centralized vs. decentralized functions
  • 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

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
• Must have some non-profit accounting experience

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