Which clients and services are actually profitable?
Connect fees, delivery time, seniority mix, subcontractors, write-offs, scope changes, and collections.
Fractional CFO for Professional services
A busy professional services firm can still have weak economics.
I run the finance function around utilization, pricing, delivery capacity, project or client margins, receivables, partner economics, hiring, and the timing gap between doing the work and collecting the cash.
The questions that matter
Use the numbers to make the operating call.
The work is useful when it connects the financial result to what management can change next.
Can we hire ahead of demand?
Model the cost, ramp period, expected utilization, sales coverage, and cash impact before making the commitment.
Why is the team busy but margin is slipping?
Separate price, mix, utilization, realization, scope creep, delivery efficiency, and overhead.
How much can the owners take out?
Balance distributions with taxes, payroll, receivables, hiring, debt, and the working capital the firm needs.
What I take responsibility for
Run the finance function around the business model.
The bookkeeper and accountant remain important. The CFO role makes sure their work comes together into one management view.
- Run the close and reporting cadence across the finance team and external accountant.
- Maintain cash, revenue, capacity, and hiring forecasts.
- Build client, service-line, and project reporting that management can use.
- Support pricing, compensation, hiring, financing, and partner decisions.
Where I work
Remote across Canada and the United States.
I am based in Hamilton, Ontario. Most work runs remotely. The local pages below remain available for businesses looking by market.
A useful first conversation
If one of these questions is already on the owner's desk, that is enough for a first conversation.
Tell me what the decision is, what information exists today, and who is currently handling the finance work.