Senior financial leadership, without the full-time seat.
A recurring engagement that puts a CFO-level perspective inside your business — owning the forecast, the reporting, and the analysis behind your most consequential decisions.
- Planning & Forecasting
- Reporting & Review
- Leadership & Oversight
You may recognize this
You have revenue and a bookkeeper, but no reliable view of cash 90 days out.
You can see the top line but not which customers, locations, or service lines actually make money.
Budgets get built once a year and then quietly abandoned by March.
Major decisions — a hire, a location, a piece of equipment — get made on instinct because the analysis takes too long.
Your lender or board asks for reporting you have to assemble by hand each time.
A full-time CFO is the right answer eventually, but not at this revenue level.
What the engagement covers.
Planning & Forecasting
- Annual budgeting and rolling forecasts
- Cash-flow forecasting and liquidity planning
- Financial modeling and scenario analysis
- Pricing and resource-allocation analysis
- Support for major investments, hiring decisions, and growth initiatives
Reporting & Review
- Monthly financial and operating reviews
- Budget-to-actual and variance analysis
- KPI development and executive dashboards
- Board, lender, and investor reporting
- Profitability, margin, and unit-economics analysis
Leadership & Oversight
- Strategic planning and decision support
- Finance-team development and oversight
- Accounting and close process supervision
- Coordination with tax, legal, banking, and insurance advisers
- Preparation for future transactions or capital events
What changes.
A forecast you can actually run the business against, updated on a schedule rather than in a crisis.
Monthly numbers that arrive on time and are understood before the next month begins.
A clear read on where margin is created and where it leaks.
Decisions supported by analysis rather than by the loudest opinion in the room.
Lender and board conversations that start from credible, consistent reporting.
Strategy informed by operating experience
Wolever Advisory's Fractional CFO work is grounded in direct experience improving margins, building finance teams, supporting commercial growth, creating forecasts, and translating financial analysis into management action.
- EBITDA margin expansion
8%+
EBITDA margin expansion
Achieved in a prior operating role.
- Revenue growth within two years
~60%
Revenue growth within two years
While leading a commercial team in a prior role.
- Incremental enterprise value
$20M+
Incremental enterprise value
Associated with margin and financial-strategy work in a prior operating role.
Source
Founder experience across prior corporate and advisory roles; not Wolever Advisory transaction volume. Full disclosure.
A defined sequence, with a clear endpoint.
- 01
Assess
Review the current financials, close process, reporting, and systems. Identify what is reliable, what is not, and what is missing before adding anything new.
- 02
Stabilize
Fix the foundation first — the close calendar, the chart of accounts, the reporting package — so that later analysis rests on numbers that hold up.
- 03
Build
Construct the budget, the cash-flow forecast, the KPI set, and the management reporting package that fit how the business actually operates.
- 04
Operate
Run a recurring monthly rhythm: close review, variance analysis, forecast update, and a working session on the decisions in front of you.
Considering fractional CFO support?
A short conversation is usually enough to determine whether an ongoing engagement makes sense for where your business is now.