Fractional CFO Services in Atlanta

There is rarely a single event that signals the need. It is usually an accumulation: the numbers stopped answering questions, and decisions started getting made on instinct.

Most Atlanta owners come to us somewhere between $2M and $50M in revenue, when the cost of a wrong decision has grown faster than the finance function has.

• You cannot tell which jobs, products, or locations actually make money
• Cash feels tight in a profitable year and nobody can explain why
• The monthly close lands too late to change anything
• A lender, investor, or buyer has asked for projections you cannot produce
• Growth is being funded on the line of credit rather than on a plan
• You are the only person who understands the financial picture

A bookkeeper records what happened. A CPA reports and files it. A CFO uses it to decide what happens next.

In practice, the role is forward-looking: building the forecast, protecting cash, pricing the work correctly, sizing the next hire or piece of equipment, and sitting beside the owner when a consequential call has to be made. You get that capability at a fraction of the roughly $250,000 all-in cost of a full-time Atlanta CFO hire, at the intensity your business actually requires.

Profit is an opinion; cash is a fact. Most cash problems in a growing company are timing problems — receivables stretching, inventory or work-in-process absorbing capital, debt service landing in the wrong week.

We build and maintain a rolling thirteen-week cash forecast, so you know what the balance looks like three months out instead of three days out. That single artifact changes how owners handle payroll timing, vendor terms, distributions, and draw requests.

We build a driver-based annual operating model — headcount, capacity, pricing, win rates, and utilization — rather than last year's numbers with a growth percentage on top. Then we review actual against plan every month and explain the variance in plain terms.

Financial forecasting for a small business is not an academic exercise. It is how you find out, in February, that the plan does not work, while there is still time to change it.

You should have a monthly package that a non-accountant can read in ten minutes: a clean P&L, a balance sheet you trust, cash detail, and a short set of operating metrics that actually drive the business.

We tighten the close calendar, fix the chart of accounts so the reporting maps to how you run the company, and deliver the package with a written commentary on what changed and what to do about it.

Companies rarely have a margin problem everywhere. They have a margin problem somewhere, averaged into invisibility across the total.

We break gross margin down by job, service line, customer, crew, or location, expose where the work is being underpriced or overserved, and quantify the profit available from pricing and mix before you chase another dollar of revenue.

Growth consumes cash before it produces it. Adding a location, a crew, a second shift, or a sales hire has a payback curve, and the question is always whether the balance sheet can carry the gap.

We model the scenario before the commitment: what it costs, when it breaks even, what has to be true for it to work, and what it does to the covenant math along the way.

Most owners in Metro Atlanta are the smartest person in the room about their market and the loneliest person in the room about their numbers.

The recurring value of the engagement is a standing conversation with someone who knows your financials cold and has no agenda other than the health of the business — on compensation, distributions, debt, partner questions, capital purchases, and timing.

Atlanta's community and regional banks, and the SBA lenders active across Georgia, lend on the quality of the financial package nearly as much as on the business itself.

We assemble the projections, historical support, and covenant analysis in the format lenders expect, prepare you for the questions, and attend the meetings with you. Credible reporting is often the difference between the terms you were offered and the terms you wanted.

Buyers pay for earnings they can verify. Clean books, documented add-backs, defensible margins, and a management layer that is not entirely you are what hold value in diligence.

Because our CFO work sits alongside our valuation, exit planning, and M&A practices, the financial infrastructure we build for operating the business is the same infrastructure a buyer will underwrite two or three years later — with no scramble and no restatement.