Starting Situation
A mid-sized, owner-managed company with 30 employees in the construction industry had grown successfully for many years - until the order pipeline dried up. The company was facing an existential crisis: liquidity was depleted and the bank was demanding immediate solutions. The internal finance team was overwhelmed by the complexity of the situation.
The task and the crisis had grown too big. Time and money became limiting factors. Hiring a full-time CFO was not an option at this point.
The company’s tax advisor recommended working with an experienced Fractional CFO - marking the turning point.
Implementation
The Fractional CFO stepped in on short notice to manage the acute crisis. And stayed on to support the company’s long-term transformation.
1. Leading the restructuring and guiding the business out of the critical phase: Rapid onboarding and analysis of the current situation, definition of concrete measures, bank negotiations, internal and external communication - the Fractional CFO acted as the central hub. His role went far beyond advisory. He provided structure and took operational leadership during implementation.
Outcomes: The impact became evident quickly:
● liquidity was stabilized
● the order reach was expanded to a pipeline of several month
● the bank's trust was restored
● the team looking to the future
All within less than a year. It was also a team effort: with the Fractional CFO everyone worked in full alignment.
2. Ongoing external controlling for sustainable development and future readiness: Following successful stabilization, the Fractional CFO took on monthly controlling responsibilities over several years - tasks that couldn’t be resourced internally but didn’t require a full-time position. He implemented a transparent reporting system and delivered reliable decision-making data to owners and management.
Outcomes:
● Increased operational stability
● A strong foundation for strategic growth
The Fractional CFO became a trusted strategic partner for achieving future business goals.
3. Succession planning
After years of successful collaboration, the Fractional CFO was entrusted with managing the company’s succession process. He took over project leadership: structuring the transition, coordinating internal and external stakeholders and leading of the implementation.
Outcomes: A sustainable, economically viable succession solution with clearly defined roles and responsibilities.
Conclusion
A Fractional CFO can be a key driver - not only in times of crisis. Especially when no one in the company is in charge and there is a lack of resources or know-how.
They provide more than just advice - they also take ownership. Precisely when and where it matters most: in crisis, during stabilization, and throughout further development.
Facing similar challenges? Let’s talk. interim-cfo.com
Interim “vs.” Fractional CFO
Typically, Interim CFOs step in full-time to lead finance teams when a permanent hire is unavailable or when a company is navigating exceptional circumstances requiring specific expertise. Assignments usually end once a permanent CFO is in place.
In contrast, Fractional CFOs take on specific tasks and projects on a part-time basis. They often support multiple companies simultaneously, bringing a wealth of experience where it’s most needed. This model is usually beneficial for smaller businesses, limited internal capacity, or when the cost of a full-time CFO exceeds budget. Fractional CFOs can also support existing CFOs on special projects by fully applying their expertise and contributing to greater efficiency.
At interim-cfo.com, we offer a highly qualified network of both Interim and Fractional CFOs.