top of page
AdobeStock_270637183.jpeg

Transforming Financial Visibility and Operational Accountability for a High-Growth Technology Company

A rapidly growing technology firm with approximately $25M in annual revenue and 120 employees was experiencing growing pains that limited leadership’s ability to confidently steer the business. While delivery execution remained strong, inconsistent financial reporting and unreliable forecasting led to reactive decision-making and misalignment across departments.


The company engaged a Fractional CFO/COO for approximately nine months (2–3 days per week) to stabilize operations, improve financial predictability, and establish long-term leadership capacity. Through improved forecasting, operational realignment, and leadership development, the organization strengthened cash flow, improved decision-making, and successfully transitioned to a permanent executive leader.

Challenge

The client operated in a competitive technology market and was scaling quickly, but lacked the financial and operational infrastructure needed to support sustainable growth. Leadership faced limited visibility into financial health, project performance, and resource utilization.

​

Key challenges included:

  • Inconsistent and delayed financial reporting

  • Forecasting volatility of ±20%

  • Misalignment between Sales, Delivery, and Finance

  • Inconsistent processes across departments

  • Leadership decisions driven by lagging or incomplete data

 

Without improved structure and timely insights, continued growth risked margin erosion, employee strain, and constrained strategic investment.

The Solution

The client required experienced Fractional Leadership to create financial discipline, align operations, and build a scalable foundation. The engagement focused on both immediate stabilization and long-term capability building, including:

  • Re-aligning the delivery organization to better match current demand and capacity

  • Designing and implementing an integrated forecasting model to improve accuracy and confidence

  • Revamping bonus and commission plans to align incentives with company objectives

  • Assessing the existing ERP system to improve profitability visibility and ease adoption of new features by removing excessive customizations

  • Hiring and onboarding a full-time Director of Financial Planning & Analysis, who was later promoted to CFO/COO to ensure continuity

Results

By the end of the engagement, the company achieved measurable financial and operational improvements:

  • Cash position strengthened, eliminating the need to draw on the line of credit

  • Forecasting accuracy and leadership confidence significantly improved

  • Finance, Operations, and HR functions were transformed into a cohesive, data-driven organization

  • A permanent executive leader was successfully installed to carry the strategy forward

 

The company emerged with greater financial clarity, improved operational accountability, and a leadership structure positioned to support continued growth.

bottom of page