Hire the top 3% of interim CFOs.

Toptal is a marketplace for top interim, part-time, and temporary Chief Financial Officers. Top companies and start-ups hire freelance CFOs from Toptal for their mission critical projects.

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Hire interim CFOs

Neil Portus, CFA, CMA, United States

Interim CFO
Neil is a CFO for growth companies and a former equity analyst at Goldman Sachs in NY where he helped lead numerous transactions including Zipcar's $1.1 billion IPO. He was also an equity analyst at Barclays Capital & Lehman Brothers and began his career at a boutique investment bank (M&A, restructuring, debt financings). He's built his operational skills both as a startup founder and as the CFO of an East Africa-focused impact investment firm. Click to continue

Nitin Mittal, United States

Interim CFO
Nitin has 15+ years of experience as a banker, hedge fund analyst, and CFO, and has deep operational and fundraising exposure in growth and turnaround situations. He has modeled and worked on complex equity and debt financing as well as M&A deals. He was the CFO of a VC-backed software company that grew from five employees to 200+. Click to continue

Theresa Matacia, United States

Interim CFO
Over the last 15 years, Theresa has defined and implemented financial and operational strategies as a CFO for multiple companies in the technology, healthcare, and business services industries. She has built functions from the ground up at startups and redesigned current ones at mid-sized organizations. In freelancing, Theresa is excited to continue supporting companies seeking growth options and/or higher valuations for potential future exits. Click to continue

Craig Irvine, United States

Interim CFO
Craig is a senior financial professional with extensive leadership experience in multinational and startup environments. He has been recognized by peers and clients as an award-winning leader and successful business driver. After a successful corporate career in investment banking and financial advisory, he has moved to freelancing for its hands-on interaction helping companies achieve their strategic, operational, and financial goals. Click to continue

Scott Brown, United States

Interim CFO
Scott has extensive experience working with high growth businesses in many capacities. He finds that a solid foundation in accounting and operations helps him better guide the financial planning and decision making process. He has consulted with a number of different service and manufacturing businesses helping with capacity planning, incentive plans, business plan development, and developing driver-based rolling forecast processes. Click to continue

Steve Sprindis, United States

Interim CFO
Steve is an experienced financial executive and consultant with a broad range of experience ranging from deep dive financial analysis to M&A and valuation work. He has experience as a CFO, private equity investor, and investment banker. Steve has worked with over fifty companies on preparing business plans and offering memorandums and financial models, and has helped finance early and late stage companies, real estate, and other assets. Click to continue

Michael E. Harbison, United States

Interim CFO
After receiving his MBA from the Wharton School, Michael worked for a predecessor of KPMG in consulting and then for Seagram (almost 20 years). He progressed from a financial planning analyst to E.V.P. of The Seagram Beverage Company and Managing Director of Tropicana (Juice) International. He enjoys freelancing and working on a variety of client projects, just as his entire career has constantly shifted from one challenge to another. Click to continue

Scott Bernstein, United States

Interim CFO
Scott is a seasoned CFO who has led over $250 million of transactions in the energy industry with a specific focus on structured credit and asset-backed finance. In 2011, Scott led and developed the first Alaskan Oil & Gas Tax Credit receivable finance facility which served as the model for all subsequent transactions. At Toptal, Scott hopes to impact additional organizations by sharing the expertise he has amassed over a 20-year career. Click to continue

Kelly Sickles, United States

Interim CFO
After an eighteen year financial career working with and advising some of NYC's most well-respected startups (Boxed, S'well) and on Wall Street (Lazard), Kelly moved to Boulder, CO and relaunched her consulting practice. She enjoys freelancing because it provides her the opportunity to meet so many fascinating entrepreneurs, investors, and lenders and allows her to leverage her experiences to help them maximize value from the mountains. Click to continue

Jack Barker, United States

Interim CFO
Jack is a former McKinsey Partner and Carlyle Group Principal with 30 years of international experience. He has been President, CFO or COO of 2 Carlyle companies and 4 others. He is a finance, strategy and operations expert with deep experience in telecom, financial services, data centers, and manufacturing. Jack enjoys freelancing because it allows him to work on a wide-variety of issues for companies of all sizes and many industries. Click to continue
A hiring guide
When to Hire and What to Look for in an Interim Startup CFO

Interim CFOs provide been-there, done-that experience in doses that your company's burn rate can handle. This hiring guide adresses how to identify the right person for the role and create the best environment for a successful interim CFO engagement.

interim CFOs
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“Toptal allows corporations to quickly assemble teams that have the right skills for specific projects.”
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“I can't say enough about how happy and confident I am in working with Enrique. He brings an enthusiasm to his profession that is very refreshing, constantly surprising us with his depth of knowledge and his capability to not only complete the task, but to surpass our expectations. He presents us with solutions that we would not have thought about ourselves, and sees the problem better than we can explain it.”
Chad Berryman
Senior Technical Lead @ Zoomedia
“I couldn’t have been more pleased with Toptal. They are professional, quick, well priced, and fun. I will be using them again for my next project, and the next, and the next, and the next ... ”
Mac Smith
President @ New Texas Investments
“With the pressure on and millions watching the Cleveland Cavaliers during the NBA Playoffs, Toptal delivered the talent and expertise needed to launch a brand new fan engagement platform.”
Conor Kenney
Director of Professional Services @ Cleveland Cavaliers
“I was very impressed with the quality of finance talent in Toptal’s network. Our expert's experience was immediately evident through his insightful questions and the speed at which we could move. Toptal stayed on top of the process from making the match through to the successful completion of the project. I've already recommended Toptal Finance to my network.”
Naushad Parpia
Founder and CEO @ GSD
“Toptal helped us achieve our goals by really understanding what we were looking for. They worked with us very closely to figure out what the right talent looked like -- from a technical, cultural perspective -- and helped us get the onboarding done quickly so the talent could be effective as soon as possible. ”
Jay Tring
Technical Team Lead, CSR Connect, Australia @ CSR Limited
“Toptal has been an incredible key partner for Sidekick. As an early-stage start-up, we’ve leveraged both design and financial talent. The experience has been incredible, with those professionals bringing creativity, expertise, and advice to ensure Sidekick succeeds. My Toptal financial expert helped steer Sidekick’s business model, which resulted in an initial ROI of 650x! My experience with Toptal has given me great confidence in the future.”
Doug MacKay
Founder / CEO @ SideKick
“Getting set up with Toptal and finding a new team member was so easy, I don't know why anyone wouldn't give it a try. Best of all, we no longer have to worry about finding great people to help with our projects!”
Mike Branch
President & CTO @ Harbor System Integrators, Inc
“What really sets Toptal apart is the caliber of finance talent available in their network. I had a very specific and pressing need, and Toptal quickly matched me with the perfect person for the job. The expert produced a thoughtful and robust financial analysis that has ultimately allowed us to forecast and prioritize initiatives much more efficiently.”
Chris Pozek
CEO @ Veterans Rideshare
“Chris was great to work with and was always available on my schedule. His communication skills and personality were a 10/10. His outputs on the project were top notch and allowed us to develop more efficient forecasting and initiative prioritization frameworks. I would definitely use Chris again.”
Chris Pozek
CEO @ Veterans Rideshare
“What attracted us to Toptal was that Toptal is sourcing its talent from a global pool. The selection process is very stringent. They’re sourcing the talent not only based on capabilities -- sourcing the best 3% -- but also based on cultural fit, which is really important to us. We had an amazing experience working with Toptal. Toptal helped us achieve our goals by bringing us very high-quality resources, on very short notice.”
Elmar Platzer
Digital Transformation Leader, CSR Australia @ CSR Limited
“Scott had a lot of finance experience which he used to ask the right questions and help us do things more quickly than we would have done without him. The commission model is crucial to us being able to scale, he integrated seamlessly with our finance team and efficiently got us the outputs we needed.”
Naushad Parpia
Founder and CEO @ GSD
“Toptal has helped my business tremendously by finding, vetting, and recruiting the talent I need, at the right time. I’d definitely recommend it to others.”
Xavier Xicay
CEO & Creative Director @ Tuatara Corp
“One of our most time consuming problems is finding qualified staff. We need to find the correct platform to advertise on, create a proper ad, filter through tons of applications, interview and test the applicants' capabilities, and finally take a risk by hiring. This was the old way of doing things. The new way: describe the job position to our Toptal account manager, interview a few qualified applicants, and hire with a risk-free trial -- much faster, a lot easier, and with incredible results.”
Catalin S. Balaci
Owner @ EvoBits Information Technology SRL
Hire a top interim CFO now.
Toptal is a marketplace for top interim CFOs. Top companies and start-ups choose Toptal finance experts for their mission-critical finance projects.
Full
profile
Neil Portus, CFA, CMAUnited States
Neil is a CFO for growth companies and a former equity analyst at Goldman Sachs in NY where he helped lead numerous transactions including Zipcar's $1.1 billion IPO. He was also an equity analyst at Barclays Capital & Lehman Brothers and began his career at a boutique investment bank (M&A, restructuring, debt financings). He's built his operational skills both as a startup founder and as the CFO of an East Africa-focused impact investment firm.
[click to continue…]
Interim CFOFinancial Planning & Analysis (FP&A)Comparable Company AnalysisValuationFundraisingEquity ResearchThree Statement Operating ModelMergers & Acquisitions (M&A)Venture Capital
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Full
profile
Nitin MittalUnited States
Nitin has 15+ years of experience as a banker, hedge fund analyst, and CFO, and has deep operational and fundraising exposure in growth and turnaround situations. He has modeled and worked on complex equity and debt financing as well as M&A deals. He was the CFO of a VC-backed software company that grew from five employees to 200+.
[click to continue…]
Interim CFORevenue & Expense ProjectionsThree Statement Operating ModelComparable Company AnalysisFundraising
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Full
profile
Theresa MataciaUnited States
Over the last 15 years, Theresa has defined and implemented financial and operational strategies as a CFO for multiple companies in the technology, healthcare, and business services industries. She has built functions from the ground up at startups and redesigned current ones at mid-sized organizations. In freelancing, Theresa is excited to continue supporting companies seeking growth options and/or higher valuations for potential future exits.
[click to continue…]
Interim CFOMergers & Acquisitions (M&A)Financial Planning & Analysis (FP&A)
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Full
profile
Craig IrvineUnited States
Craig is a senior financial professional with extensive leadership experience in multinational and startup environments. He has been recognized by peers and clients as an award-winning leader and successful business driver. After a successful corporate career in investment banking and financial advisory, he has moved to freelancing for its hands-on interaction helping companies achieve their strategic, operational, and financial goals.
[click to continue…]
Interim CFOFundraisingFinancial Planning & Analysis (FP&A)ValuationMergers & Acquisitions (M&A)Financial ModelingEquity Research
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Full
profile
Scott BrownUnited States
Scott has extensive experience working with high growth businesses in many capacities. He finds that a solid foundation in accounting and operations helps him better guide the financial planning and decision making process. He has consulted with a number of different service and manufacturing businesses helping with capacity planning, incentive plans, business plan development, and developing driver-based rolling forecast processes.
[click to continue…]
Interim CFOFinancial ModelingFinancial Planning & Analysis (FP&A)Three Statement Operating Model
Hire
Full
profile
Steve SprindisUnited States
Steve is an experienced financial executive and consultant with a broad range of experience ranging from deep dive financial analysis to M&A and valuation work. He has experience as a CFO, private equity investor, and investment banker. Steve has worked with over fifty companies on preparing business plans and offering memorandums and financial models, and has helped finance early and late stage companies, real estate, and other assets.
[click to continue…]
Interim CFOMergers & Acquisitions (M&A)Financial ModelingFundraisingFinancial Planning & Analysis (FP&A)Venture Capital
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Full
profile
Michael E. HarbisonUnited States
After receiving his MBA from the Wharton School, Michael worked for a predecessor of KPMG in consulting and then for Seagram (almost 20 years). He progressed from a financial planning analyst to E.V.P. of The Seagram Beverage Company and Managing Director of Tropicana (Juice) International. He enjoys freelancing and working on a variety of client projects, just as his entire career has constantly shifted from one challenge to another.
[click to continue…]
Interim CFOFinancial ModelingRevenue & Expense ProjectionsFinancial Planning & Analysis (FP&A)
Hire
Full
profile
Scott BernsteinUnited States
Scott is a seasoned CFO who has led over $250 million of transactions in the energy industry with a specific focus on structured credit and asset-backed finance. In 2011, Scott led and developed the first Alaskan Oil & Gas Tax Credit receivable finance facility which served as the model for all subsequent transactions. At Toptal, Scott hopes to impact additional organizations by sharing the expertise he has amassed over a 20-year career.
[click to continue…]
Interim CFOFinancial ModelingThree Statement Operating ModelFinancial Planning & Analysis (FP&A)
Hire
Full
profile
Kelly SicklesUnited States
After an eighteen year financial career working with and advising some of NYC's most well-respected startups (Boxed, S'well) and on Wall Street (Lazard), Kelly moved to Boulder, CO and relaunched her consulting practice. She enjoys freelancing because it provides her the opportunity to meet so many fascinating entrepreneurs, investors, and lenders and allows her to leverage her experiences to help them maximize value from the mountains.
[click to continue…]
Interim CFOFundraisingValuationFinancial ModelingThree Statement Operating ModelFinancial Planning & Analysis (FP&A)
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Full
profile
Jack BarkerUnited States
Jack is a former McKinsey Partner and Carlyle Group Principal with 30 years of international experience. He has been President, CFO or COO of 2 Carlyle companies and 4 others. He is a finance, strategy and operations expert with deep experience in telecom, financial services, data centers, and manufacturing. Jack enjoys freelancing because it allows him to work on a wide-variety of issues for companies of all sizes and many industries.
[click to continue…]
Interim CFOComparable Company AnalysisFinancial Planning & Analysis (FP&A)
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When to Hire and What to Look for in an Interim Startup CFO

For many companies, there comes a time when in-house talent is no longer experienced enough to successfully handle the financial challenge at hand. However, this does not mean it is the right time, or it is not cost-effective, to hire a full-time, permanent CFO. In these cases, interim CFOs provide been-there-done-that experience in doses that your burn rate can handle.

As with any senior-level hire, finding the right person is critical. The interim CFO must be eager and capable of fulfilling the vision of the CEO and the company’s investors. What makes hiring an interim CFO particularly challenging though, is that the circumstances creating the need for the hire often imply that time is of the essence. Therefore, it’s even more important than usual to hire someone who is capable of quickly accessing the company’s situation, building key relationships and effecting change.

In this hiring guide, we will address how to identify the right person for the role and create the best environment for a successful interim CFO engagement.

Why Hire an Interim CFO?

Before we start, we lay out below some of the most common reasons for retaining an interim CFO, alongside case studies to provide some insights into how they can help.

Managing Transitions

Interim CFOs are often brought in to handle corporate transitions such as a change in ownership of the company, which sometimes prompts a change in senior management, or an acquisition of another company, which requires additional resources to ensure a smooth integration. Sometimes the transition at hand may be caused by the sudden departure of the current CFO, creating an immediate staffing need.

Case Study: Outdoor Leisure, an outdoor furniture manufacturing company, needs help integrating a recent acquisition of Lollypop Fabrics into its business. Lollypop has been running its business on a cash basis using a simple accounting software platform, whereas Outdoor Leisure’s business is run on an accrual basis using a sophisticated, closed-loop ERP system. Lollypop will continue to operate out of its current headquarters, but its people and systems need to be integrated into Outdoor Leisure’s business by year-end. What would the ideal interim CFO for this situation look like?

In this instance, Outdoor Leisure should be looking for:

  • A strong technical accounting background with prior experience integrating small acquisitions into larger organizations.
  • Familiarity with both accounting software systems.
  • Understanding of the tax and accounting implications of the transaction in order to form their own opinion as well as effectively leverage outside accounting advisors.
  • Ability to clearly communicate with the Lollypop team to incorporate policies and procedures to effectively work together going forward.
  • A CPA designation is a must, with a career presence at one of the Big Four or equivalent accounting firm desirable.

Preparing for Strategic Events

Interim CFOs are also often brought in to help companies prepare for strategic events such as a fundraising round or an exit. This type of event creates a need for a senior-level financial person to help navigate the process as well as make sure that the company’s financials and business operations are at high-enough standard to meet the due diligence and compliance requirements of the investor or acquirer.

Case Study: CatToys.com has experienced rapid growth and its co-founders would like to explore strategic alternatives such as a sale to a strategic buyer or an investment. The business has survived with a diligent bookkeeper to-date, but given the focus on growth, the co-founders have not had a lot of time to focus on the company’s financial reporting. However, they know that in order to get the best valuation, they need to clean up their financial and business operations and are looking for an interim CFO to do just that.

In this instance, an interim CFO should be helping to prepare the company for the event as well as help them pitch to investors and strategic acquirers. The interim CFO will need to:

  • Understand diligence requirements of all parties involved.
  • Ensure that all documentation is in good shape (corporate documents, historical financials, etc.) well before they are presented to outside parties.
  • Build a financial model and support valuation discussions.

The above requires familiarity with this industry’s particular competitive landscape and dynamics. The right candidate will likely have a finance background and experience working on Wall Street or in corporate development.

Supporting Growth

Interim CFOs are also beneficial to startups or established companies experiencing high-growth phases that need senior-level financial advice, but may not be able to afford a senior-level hire. In these cases, the finance person may be referred to as a part-time CFO or a fractional CFO since the company is receiving senior-level experience at a fraction of the price of a full-time CFO.

Case Study: Star Pajamas is a young company that saw early success after a celebrity was sighted wearing their signature pajama set at Starbucks. Online sales surged, which has created out-of-stocks on some of its most popular items. The founder would love to ride this momentum to expand her product line, but is unsure of how much she can really afford to invest in manufacturing next season’s line. She has been approached by lenders willing to provide her a line of credit against the inventory, but their rates seem exorbitant. She is looking for an interim CFO to help her weigh different options.

In this case, an interim, part-time CEO can help Star Pajamas access its current financial situation, better understand and hopefully improve its cash flow cycle, and ascertain the potential risks and rewards of different levels of investment in inventory production. They should also be able to:

  • Recommend trusted banks and lenders.
  • Evaluate the cost of financing the inventory versus using cash on hand.
  • Implement new systems and appropriate levels of process to ensure the founder has access to up-to-date and accurate financial information.
  • Train existing staff or recruit mid-level financial talent to ensure these implementations are carried forward.

Ironically, in these situations, an excellent interim CFO may actually perform themselves out of a job by enabling an environment that allows less experienced accounting and finance professionals to successfully run with the systems that are put in place. This interim CFO will have experience working with high-growth companies and is an excellent jack-of-all-trades.

Improving Operations

Finally, interim CFOs are often brought in when companies simply need more firepower to provide business analysis and improve core operations. Interim CFOs can provide fresh perspectives as well as the expertise to upgrade systems and accounting and reporting processes. Experienced interim CFOs are also adept at professionalizing finance and accounting teams, both through recruiting new hires and mentoring existing employees.

Case Study: After a major acquisition that distracted the senior management team and a loss of their CFO to illness, Brooklyn Vitamins’ operating profits have significantly declined. It has also breached a covenant on its critical bank facility, and its auditors have voiced concerns over internal controls. After investigating its prior quarterly expenses, it determined that far too many employees are empowered to engage outside vendors and spending has grown out of control. In addition to addressing these issues, the interim CFO is needed to help the management team recruit an appropriate permanent CFO.

In order to turn around this precarious situation, the interim CFO needs to take a number of swift, decisive actions despite their temporary capacity:

  • Implement controls to limit purchasing approval to department heads.
  • Implement a new vendor approval process.
  • Develop comprehensive reporting and budgeting tools to improve management reporting.
  • Improve integrated closing process to provide timely results.
  • Negotiate with lenders to ensure that its line of credit can remain in place.
  • Use their knowledge of the company’s needs to find and ensure a smooth transition to the new CFO.

Hard Skills to Look For

While the examples above chart a number of different ways in which an interim CFO can prove to be useful, companies in a transition or in high-growth mode may know they need financial help, but not exactly what type of financial help they need. The men or women in these roles may carry the same title, but their expertise and experiences will vary widely.

In these cases, step back, and ask yourself about the most important thing an interim CFO needs to address at your company. Look for someone that has handled that type of situation in the past. Then dig deeper and ask yourself if their experience is applicable to the industry you are operating in, or to your company’s lifecycle stage.

Questions to ask

  • If you are looking for technical expertise, ask the candidate if they would be willing to speak to your tax or audit firm. Those existing partners will understand exactly which questions to ask to ensure that you are on-boarding a person with the appropriate expertise for your organization. Your tax advisor may put the candidate through their paces on GAAP reporting requirements, SOX compliance, or implementing internal controls.

  • If strategic finance expertise is needed, quiz the candidate about their track record on raising capital or negotiating successful exits, and how they’d position your company for a successful event. Scratching the surface is not enough, you should dig deep into the process they’d propose implementing at your company to ensure that they’re willing and able to not only handle the discussions, but the tedious accounting and legal work required to be fully prepared for an exit.

  • If seeking specifically operational expertise, the expert should be able to provide examples of key process improvements that saved time and money at prior companies without requiring a major investment. Examples of this would be steps they have already implemented to improve the cash conversion cycle or processes put in place to shorten the monthly accounting close.

Don’t Forget the Soft Skills

While hard skillsets may vary widely, the professional and leadership skills required to be a successful interim CFO are much more consistent from role to role.

1. Tackle all aspects simultaneously

World-class interim CFOs are not just pro-active in assessing a company’s situation and zeroing in on the right plan but also able to clearly explain their rationale for the prioritization. For example, when time is critical, or there are not enough resources to tackle every issue, the interim CFO should focus on those aspects that are immediately pertinent to the company, while highlighting outstanding areas that need to be addressed by the permanent CFO in the future.

2. Excellent player-coaches

They are capable and willing to roll-up their sleeves to get the job done. But at the same time, they must be able to guide and mentor both senior and junior-level employees in your organization so that their work will add value beyond their tenure.

Furthermore, world-class interim CFOs are capable of adding value across all operational aspects of your company. Beyond their initial scope of operation, they can often provide valuable opinions on topics such as marketing budgets, logistic operations, supplier contracts and staffing plans.

3. Relationship builders

Interim CFOs should be able to offer recommendations and introductions to legal firms, audit firms, banker, lenders, insurance brokers, outsourced HR providers, and recruiters. Any strong candidate is likely to be familiar with many different types of software and can provide opinions not only on accounting systems, but also business intelligence tools and team communication apps. Naturally, this also serves them well when coming into a new organization, where quickly building up good working relationships with key stakeholders is a must.

Questions to ask

  • First and foremost, does the candidate have prior experience in interim or consulting roles? Were those roles with a company at the same stage and structure as yours (e.g. a startup or a PE-backed company)? Interim assignments are not the time to train employees. If the candidate can’t check all of the boxes, that does not necessarily mean they can’t handle the role, but ask them why they believe their prior experience will allow them to quickly be successful in this role.

  • Ask the interim CFO how they prioritize responsibilities when there is not enough time in the day. Are they able to convince you that they not only get the important task done and stay calm in a stressful situation, but they can keep their teams calm as well?

  • Quiz them on who their favorite people are to work with, especially in the area you are looking to help. A strong interim CFO will be able to offer up a number of professional recommendations for external service providers your company can bring in, or even full-time hires. The failure to do so may be a red flag that they have been nurturing these types of relationships in the past.

Ensuring a successful engagement

Once you have found the ideal candidate, spending the time to adequately on-board them greatly enhances the chances of a positive experience and a successful engagement. An interim CFO is a particular position as they must be given the room to make decisions while also preparing the role for a permanent hire in the future.

Here are a few suggestions about how to make this transition go smoothly:

1. Make scope of engagement clear to everyone

New people in an organization, especially finance people, can be unsettling. Nervous employees may start wondering if a round of cost-cutting is nigh or if their jobs are at risk in a company sale. To whatever degree you can provide transparency, let your broader team know why the interim CFO is getting involved in the company. This not only creates a better environment for the CFO, it helps limit distractions.

2. Ensure the interim CFO has adequate resources

As with any new senior-level hire, the on-boarding process should involve meetings with key employees to gain a broader overview of the company and become familiar with decision-makers. In addition, the interim CFO will need access to financial systems and corporate documentation and potentially introductions and meetings with key advisors such as your investors, bankers, and audit firm.

3. Jointly determine milestones

Many experienced interim CFOs will provide you a roadmap for the first few weeks of the assignment. If not, don’t be afraid to ask for one. While time and circumstances may veer you and the interim CFO off of the original path, a good game plan will ensure that you start off with similar expectations about deliverables, expected results, and timing.

Conclusion

The importance and impact of interim positions may be looked over due to the limited time with your organization. That would be a critical position. Finding the right interim CFO may increase your runway, get you closer to an exit and lay the groundwork for the right full-time CFO to come. Trust us, the best ones will leave a positive impact long after they’ve moved on.

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My team is going to personally help you find the best candidate to join your team.

Alvaro Oliveira
VP of Talent Operations