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

PIf656a1a69b95-2788