Funding Frustrations?
Discover what's blocking your access to capital
Profit Problems?
Fix Your Financial Blind Spots
See where you're actually making (or losing) money
Growth Stalled?
Break Through Your Ceiling
Scale from $3M-$50M without the chaos
Building to Sell?
Maximize Your Valuation
Increase what buyers will pay for your business
Not sure which problem to tackle first?
Free Assessments
BLAST™ Borrowing Power Assessment
Growth Ceiling Assessment
Free Guides
The Funding Readiness Checklist
Profit Leaks: Where Your Money Goes
The Growth Bottleneck Diagnostic
Valuation Multipliers Explained
Ongoing Learning
Blog: Strategic Growth Insights
Newsletter: The Grumpy CFO Weekly
Fractional CFO Guide
Book Phil
Hire Phil to Speak
Phil's Book: "The Business Wealth Builders"
Frequently Asked Questions
Have a question not answered here?
Call me directly at 1-306-501-8977 or email [email protected]. I answer my own phone and respond to emails personally.
Core Questions
What is a fractional CFO and how is it different from a bookkeeper, accountant, or full-time CFO?
Think of it this way: your bookkeeper records what happened yesterday. Your accountant makes sure it's recorded correctly for tax and compliance purposes. A CFO figures out what should happen tomorrow and how to make it happen profitably.
A fractional CFO provides the same strategic financial leadership as a full-time CFO, just on a part-time basis. The difference is focus and expertise. I'm not doing data entry or tax returns. I'm looking through your front windshield at where your business is going, not through the rear-view mirror at where you've been.
Here's what sets a Strategic CFO apart: I analyze your competitive position, identify growth opportunities, optimize your pricing and margins, structure financing for expansion, and help you make better decisions about where to deploy your capital.
That's strategic work that drives growth, valuation, and wealth building, not just compliance work that keeps the lights on.
Most small businesses have bookkeepers and accountants. Few have someone focused on dramatic growth and building business wealth. That's the gap I fill.
When do I need a fractional CFO? What are the signs?
You need a Strategic CFO when you're ready to grow but something's in the way. Here are the common triggers:
You've hit a growth ceiling. Revenue has stalled between $3 million and $50 million. You're working harder but not getting bigger results. Your existing strategies stopped working and you're not sure why.
Your bank said “No” You need capital for equipment, expansion, working capital, or growth, but you can't get financing. Or the terms are terrible because your financials don't tell a compelling story. Or the banker doesn’t trust your management team. Or the bank is cool on your industry. Or your banker is a collector, not a lender. Or, or, or…there are lots of reasons that banks say “No”, and it’s not your fault.
You're spending too much time on finances and not enough on the business. You're drowning in spreadsheets trying to figure out cash flow, margins, or where the money is actually going.
You're making big decisions blind. Should you expand? Hire? Buy equipment? Enter a new market? You don't have the financial analysis to make these calls confidently.
Your business runs you instead of you running it. You can't take a vacation without everything falling apart. You're stuck in day-to-day operations because you don't have systems that work without you.
Someone told you to get a CFO. Your banker, lawyer, accountant, or board member suggested you need CFO-level financial leadership. They see something you might not.
If two or more of these describe your situation, we should talk. The next five years are going to pass whether we work together or not. The question is whether you'll break through that ceiling or keep banging your head against it.
How much does it cost to work with you?
My fees are based on the value I deliver, not the hours I work. That way, you can see a clear ROI. I don't charge hourly because I never want you hesitating to call me because you're worried about the bill.
Investment ranges from $5,000 to $15,000 per month, depending on your company size, the complexity of your situation, how efficient your current systems are, and the scope of work required. Most mid-market B2B companies in the $3M to $50M range invest $7,000 to $12,000 monthly.
Here's what drives investment UP:
• Poor financial information that needs verification and cleanup
• Multiple disconnected spreadsheets instead of integrated systems
• Outdated accounting software that slows everything down
• Complex situations requiring significant analysis and restructuring
Here's what drives investment DOWN:
• Accurate, timely financial information from qualified people
• Modern accounting systems that integrate with my tools
• Your willingness to implement advice and take action quickly
• Clean books and efficient internal processes
All engagements start with a Strategy Investment (typically 3x the monthly rate) to cover the initial deep dive: financial analysis, competitive and industry research, strategy sessions, and comprehensive recommendations. Think of it as the diagnostic before the treatment.
As my client Zlatan Fazlagic said: "Even though his services may seem expensive, we definitely received a return on our investment. Phil's product is something you pay for now, but you use it throughout your lifetime. It's very valuable."
Is it really worth the investment?
That's for you to decide, but let me show you how to think about it.
Let's use a simple example. We work together and generate a $200,000 improvement in your EBITDA (after you've paid me). That's a reasonable goal for most businesses in my target range. That $200K improvement in earnings can increase the value of your business by $600K (using a 3X multiple) to $1 million (using a 5X multiple).
If you invested $100K in my services over that period, you've gained $200K in higher annual profit plus $600K to $1M in higher valuation. That's an $800K to $1.2M lift on your business, creating a 8X to 12X return on your investment in that year. And potentially the same or higher in future years (although I can’t guarantee results).
Here's what's critical to understand: when we implement strategy changes and system improvements, those are yours to keep. The value compounds. You don't just benefit this year. You benefit every year going forward.
I grew one business from $26.4 million to $37.0 million in one year. That's $10 million or 40% revenue growth in 12 months, because we implemented strategies and built capacity before that year of dramatic growth hit. It was also 293% profit growth, 112.5% EBITDA growth, and $7.5 million in valuation lift (at 5X multiple).
Can I guarantee specific results? No. There's too much going on in your business, your market, and with your major customers and competitors. But I will analyze your potential upside before we begin, so you can make an informed decision about the ROI.
The next five years are going to happen whether we work together or not. The question is whether you'll improve your strategy, increase your margins and valuation, and create more freedom for yourself, or stay stuck where you are.
What's included in your services?
I offer tiered subscription models designed to match where your business is and where you want to go. Each tier includes all services from the preceding tiers. Think of it as leveling up as your needs grow.
Core Strategic CFO Services (All Tiers):
• Monthly financial analysis and management reporting
• Margin analysis on products, services, and major customers
• Cash flow forecasting and working capital optimization
• Strategic financial planning aligned with your growth goals
• Key performance indicator (KPI) development and tracking
• Board presentation preparation and attendance (if applicable)
• Unlimited access to me via phone and email (no hourly billing)
• Growth strategy development
• Quarterly strategy review sessions
Growth Advisory Services (Higher Tiers):
• Growth strategy execution planning
• Market analysis and competitive positioning
• Pricing strategy and margin improvement initiatives
• Customer acquisition and retention economics
• Marketing ROI analysis and optimization
• Sales process and pipeline financial modeling
Capital & Transaction Services (Project-Based or Higher Tiers):
• Financing strategy and capital raise preparation
• Bank relationship management and loan negotiations
• Investor pitch deck and financial model development
• Business valuation and exit planning
• M&A target analysis and due diligence support
• Succession planning financial modeling
I do NOT do:
• Bookkeeping or data entry or spreadsheets
• Tax return preparation or compliance work
• Audit or compilation work
• Your team's job (I advise and guide, you implement)
What makes me different from other fractional CFOs? I'm a Strategic CFO with deep expertise in growth strategy and marketing, not just an accounting CFO focused on compliance and reporting. I've worked with hundreds of companies across 65 industry segments in seven countries over 33 years. I bring strategy and execution experience that turns good businesses into great ones.
Capital & Growth Questions
My bank said no to my loan request. Can you help me get financing?
Yes. This is one of the most common situations where I deliver immediate value.
Banks say no for specific reasons, and usually those reasons have nothing to do with your business fundamentals. They say no because:
• Your financial statements don't tell a compelling story
• You don't have a credible growth plan with supporting numbers
• Your working capital management looks risky on paper
• You can't articulate how you'll use the money to generate returns
• Your debt service coverage ratios don't meet their thresholds
• You're missing key financial documentation or projections
• You’ve got gaps on your management team (no CFO?)
I fix these problems. I've helped clients secure millions in financing after being declined. Here's how:
First, I diagnose why they actually said no. Banks rarely tell you the real reason. I read between the lines because I know what they're looking for.
Second, I build the case. This means creating credible financial projections, demonstrating how you'll deploy capital, showing your cash conversion cycle improvements, and presenting your growth strategy in language bankers understand.
Third, I manage the relationship. I often join meetings with your banker. When they hear strategic financial analysis and see professional presentation, their risk perception changes dramatically.
Fourth, I explore alternatives. Sometimes traditional bank financing isn't the best option. I've structured deals using equipment financing, working capital lines, private financing, mezzanine debt, and other creative solutions.
One client needed a $400K operating line of credit, yet their banker was “too busy” to give it to them. We switched banks and got it immediately. I know which bankers are a good fit for your business.
Another client was turned down for an increase in their operating line. The banker told me they lacked financial management.
We restructured the request, demonstrated a professional level of financial management, and obtained an increase in the line of credit from $55K to $770K, or 14 times as much. The bank was happy to do it once they understood the complete picture and had more confidence in financial management.
If you've been declined, don't assume that's the final answer. Let's fix what needs fixing and try again.
We've hit a growth ceiling and can't seem to break through. How do you help?
Breaking through growth ceilings is exactly what I do. This is my specialty and my passion.
Most businesses hit a ceiling between $3M and $50M for predictable reasons. The strategies that got you here won't get you there. Your margins are compressed. Your systems are maxed out. Your team is overwhelmed. Your customers are churning. You're working harder but revenue stays flat. You’re thinking and acting like a small business.
Here's my approach to breaking the ceiling:
1. Diagnose where you're stuck
I analyze your complete business model: pricing strategy, customer acquisition costs, lifetime value, gross margins by product/service line, working capital efficiency, capacity constraints, and competitive positioning. Most owners think they know where the problem is. They're usually looking in the wrong place.
2. Identify your highest-leverage growth opportunities
There are always 3-5 strategic moves that will drive 80% of your growth. Could be pricing (most companies underprice), customer mix (your best customers subsidize your worst), operational capacity (you're leaking efficiencies), or market positioning (you're competing on price when you should compete on value).
I've seen companies increase EBITDA by 30-40% just by firing their worst 20% of customers and repricing the middle 30%. That frees up capacity to serve better customers at higher margins.
3. Build the financial model for growth
Growth requires capital. I build the financial model that shows exactly how much working capital you need, when you'll need it, and how growth will generate returns. This becomes your financing strategy and your roadmap.
4. Create accountability and tracking systems
We establish leading indicators (not just lagging financials) so you can see what's working in real time. Weekly flash reports. Customer acquisition metrics. Margin trends by segment. Pipeline velocity. This creates the feedback loop that drives execution.
5. Guide implementation and adjust
I'm not a consultant who drops a 100-page report and disappears. I stay engaged through implementation, helping you navigate obstacles, adjust tactics, and maintain momentum.
Here's what one client experienced: We identified they were losing money on emergency services because their price was too low. They didn't know because their cost accounting was terrible. We fixed the costing, repriced their services, focused on their best customer segments, and their revenue grew 27% the next year.
6. Think and act like a big company.
Growth ceilings aren't permanent. They're problems waiting to be solved with the right analysis and strategy. That includes thinking and acting like a big company.
Can you help me raise capital? What's your track record?
Yes. I've helped clients raise millions in growth capital through bank debt, private debt, and alternative financing.
Here are specific examples of capital I have raised for my clients:
1. Obtained a $400K operating line for a $3 million revenue company by switching banks from their old banker, who only gave them a $100K line and was "too busy" to see they needed more working capital.
2. Bank increased line of credit from $55K to $770K to fund growth.
3. Working capital loan of $500K subordinated mezzanine debt to support growth.
4. High margin (90%) bank financing of $720K to purchase land and construct a new building.
5. Bank financing of $1.5 million for professional services practice.
6. Bank financing of $3.25 million for equipment financing to increase capacity.
7. Private debt of $4.4 million to support a manufacturing plant expansion.
8. Margined line of credit of $4.5 million for a high-growth B2B company.
9. Private funding of $5.0 million to finance a railroad acquisition.
Here's how I add value in capital raising:
Financial model development: Investors and lenders need to see credible projections showing how you'll deploy capital and generate returns. I build these models based on real operational drivers, not fantasy hockey stick growth curves.
Pitch materials: Whether it's a bank or an investor, you need a compelling story backed by solid numbers. I prepare the financial components of your pitch deck, including use of funds analysis, financial projections, sensitivity analysis, and return scenarios.
Valuation analysis: For equity raises, I help you understand what your business is worth and structure deals that don't unnecessarily dilute your ownership.
Term sheet negotiation: I review financing terms and help you understand what you're actually agreeing to. Many owners focus only on interest rates and miss critical covenants that can handcuff their business.
Lender/investor relations: After you close financing, I help manage ongoing reporting requirements and maintain strong relationships with your capital partners.
Separate project fees: Capital raising is typically handled as a separate project engagement with success fees. We discuss this specifically if it's what you need.
One critical point: I only help raise capital when it makes strategic sense. Some businesses shouldn't take on debt. Some aren't ready for outside investors. If borrowing or raising equity isn't right for you, I'll tell you.
How do you help with growth strategy beyond just financial management?
This is what sets me apart from most fractional CFOs. I'm not just a financial CFO. I'm a Strategic CFO with extensive expertise in growth strategy and marketing.
Most CFOs come from accounting backgrounds. They're excellent at financial reporting, compliance, and risk management. But they don't know how to grow businesses. I do.
Here's my background: I've been a Certified Management Consultant for decades. I'm certified as a Value Builder. I've trained with Duct Tape Marketing and other leading growth frameworks. Most importantly, I've grown businesses, not just reported on their financials.
My growth advisory services include:
Marketing strategy and ROI optimization: I analyze your customer acquisition costs, lifetime value, and marketing spend efficiency. Most businesses waste 30-50% of marketing budgets on ineffective activities. I help you double down on what works and kill what doesn't.
Pricing strategy: This is the fastest path to profit improvement. I've helped dozens of companies restructure pricing to capture more value. A 5% price increase typically generates a 20-50% improvement in profit margins.
Customer economics: I analyze which customers are profitable. Many companies lose money on their smallest customers and don't realize it. We identify your ideal customer profile and help you attract more of them.
Sales process optimization: I build financial models around your sales pipeline to show where deals are falling apart and what changes will improve conversion rates and deal sizes.
Competitive positioning: I study your market, analyze your competitors' financial strength (from public information and industry data), and help you position where you can win and charge premium pricing.
Capacity and scalability: Before you can grow, your systems need to handle it. I identify operational and financial constraints that will limit growth and help you build the infrastructure first.
This combination of strategic CFO work and growth advisory is unique. You get someone who understands both the numbers AND how to grow your business. That's the "secret sauce" of Grumpy CFO®.
Engagement & Logistics Questions
How does the engagement really work?
I operate on monthly retainer subscriptions, not hourly billing. You pay a fixed monthly fee, and I'm available to you as much as you need without watching the clock.
Here's the typical flow:
Initial engagement (Month 1): We start with a Strategy Investment that covers deep discovery. I analyze your financials, interview key stakeholders, study your market and competitors, and develop comprehensive strategic recommendations. This typically takes 3-4 weeks.
Ongoing engagement (Month 2+): We shift to an ongoing subscription model. I provide monthly financial analysis, participate in your leadership meetings, support strategic initiatives, and serve as your on-call Strategic CFO. Think of me as an extension of your executive team.
Communication: You have unlimited access to me via phone and email. No hourly billing means you never hesitate to reach out. We typically have scheduled monthly meetings plus ad hoc calls as needed.
Deliverables: You'll receive monthly management reports (not just accounting statements), flash reports on key metrics, strategic analysis on major decisions, and financial models for growth initiatives. Everything is tailored to your specific needs.
Flexibility: Need more support during a busy season, financing raise, or major project? We scale up. Things quieter? We scale back. That's the beauty of the fractional model.
Integration: I work directly with your existing team (bookkeeper, accountant, controller) and complement what they do. I don't replace them. I elevate the entire financial function to a strategic level.
Location: I work primarily remotely but can meet on-site as needed. Most of my clients are in Western Canada, though I work with companies throughout North America. Modern technology makes distance irrelevant for strategic financial work.
How long is a typical engagement? Can I stop if it's not working?
Most successful engagements run 12-24 months minimum. Why? Because real business transformation takes time.
In the first 3-6 months, we're diagnosing, strategizing, and implementing foundational improvements. You'll see some quick wins, but the compound effects of better strategy and systems take time to materialize.
Months 6-12 is where the magic happens. Your new pricing is taking hold. Your improved customer mix is driving better margins. Your systems are humming. Your financing is in place. Your growth is accelerating.
Months 12-24, you're scaling what's working. We're optimizing, expanding, and building long-term business value.
That said, engagements are month-to-month after the initial Strategy Investment. I don't lock you into long-term contracts because I shouldn't have to. If I'm not delivering value, you can end the relationship with 30 days' notice.
Most clients who start with me stay for years. Not because they have to, but because they're getting results. I've worked with some clients for over a decade in various capacities.
One important note: I won't work with you if you're not committed to implementing. I'm not interested in being a report-generating service that you ignore. If you're serious about growth and willing to take action on good advice, we'll do great work together. If you just want someone to create pretty spreadsheets while you keep doing things the same way, I'm not your person.
How will you integrate with my existing bookkeeper, accountant, or controller?
I complement your existing financial team; I don't replace them. Think of it as adding strategic horsepower while keeping your operational engine running.
Here's how it typically works:
Your bookkeeper/accounting team handles day-to-day transactional work: data entry, invoicing, payables, payroll, bank reconciliations, and month-end closes. They produce accurate, timely financial statements. This is the foundation.
Your external accountant handles tax returns, year-end compilations or reviews, and tax planning. They ensure compliance with accounting standards and tax regulations. This is the protection.
I (Strategic CFO) focus on strategy, growth, and decision support. I analyze what the numbers mean, identify opportunities, build financial models for major decisions, manage banking relationships, structure financing, and guide your growth strategy. This is the acceleration.
In practice, I often work closely with your bookkeeper or controller to improve their processes, reporting, and systems. They appreciate having a CFO who understands what the business needs and helps them deliver better information. I become a resource for them, not a threat.
I'll also coordinate with your external accountant on tax planning strategies, financial statement preparation, and compliance matters. Good accountants appreciate having a Strategic CFO in the mix because it means better information and more thoughtful planning.
What about potential overlap or conflict?
This is rarely an issue because the roles are so different. Your bookkeeper is working IN the business (processing transactions). I'm working ON the business (strategy and growth). There's virtually no overlap.
The only time conflict arises is when someone is doing work they're not qualified for. For example, if your bookkeeper is also trying to provide strategic CFO advice, that's a problem. Or if your external accountant is trying to do fractional CFO work while also auditing your books (independence issues).
Clear roles eliminate confusion. I define those roles from day one.
Will you work remotely or do you need to be on-site?
Primarily remote with on-site visits as needed.
Most of strategic CFO work doesn't require sitting in your office. Financial analysis, modeling, strategic planning, and decision support happens wherever I can think clearly and work efficiently. Modern technology (video calls, shared systems, cloud accounting) makes distance irrelevant.
That said, face-to-face matters for relationship building, deep strategy sessions, and key meetings. I typically visit clients on-site monthly or quarterly, depending on the engagement. During major projects (financing, acquisition, strategic planning), I increase on-site time.
Here's what works best:
Regular video calls for monthly financial reviews, strategy discussions, and check-ins. Video creates better connection than phone while saving travel time.
On-site quarterly strategy sessions where we bring the leadership team together for half-day or full-day working sessions. These are high-value, face-to-face deep dives.
On-site presence for critical events like board meetings, bank presentations, investor pitches, or major decisions that benefit from in-person discussion.
Unlimited phone and email access for quick questions, urgent issues, or routine communication.
Most of my clients are in Western Canada (Saskatchewan, Alberta, Manitoba), so on-site visits are straightforward. I also work with U.S. clients and coordinate travel accordingly.
The key is outcomes, not location. If I need to be there to deliver value, I'm there. If we can accomplish the same thing remotely, we do that. Efficiency benefits you because you're not paying for unnecessary travel time or expenses.
How many clients do you work with? Will I get enough attention?
I intentionally limit my client load to ensure every client gets the attention they deserve. I typically work with 5-8 clients simultaneously.
Why so few? Because I don't want to be spread thin. You're not hiring a firm where you get whoever is available. You're hiring me personally. I'm the one analyzing your financials, developing your strategy, and advising on your decisions.
This means:
• I answer my own phone and emails
• You're not handed off to junior staff
• I know your business intimately, not just superficially
• I'm available when you need me, not next week after I work through a queue
Some fractional CFO firms have dozens or hundreds of clients and assign you to whoever has capacity. That's a different model. You get consistency and less cost, but you may not get seasoned expertise on every engagement.
My model is boutique. You get me. Every time. That's valuable but it means I can only serve a limited number of clients.
How do I choose clients?
I'm selective. I only work with businesses where I can deliver dramatic value and where the owner is committed to growth. If we're not a good fit, I'll tell you. I'll often refer you to other advisors who might be better suited to your situation.
I turn away work rather than take on a client I can't serve well or who isn’t a good fit. Life is too short.
Qualification & Credibility Questions
What are your credentials and experience?
I've spent 34 years helping businesses grow, across seven countries and 65 industry segments. I'm not exaggerating when I say I don't know anyone on earth with my specific combination of skills, credentials, and experience in growth strategy, marketing, and strategic finance.
Professional Credentials:
• CPA (Chartered Professional Accountant)
• Certified Management Consultant (CMC)
• MBA (Finance & Strategy)
• Bachelor of Commerce (Accounting)
• Institute of Corporate Directors certification
• Certified Value Builder
• Certified Duct Tape Marketing
• Million Dollar Consultant (Alan Weiss methodology)
Experience:
• Started in public accounting with one of the Big Four firms
• Former Controller and CFO roles in industry
• 30+ years as a strategic business consultant
• Author of "The Business Wealth Builders" (co-authored with Alan Weiss)
• Former member of national board for Certified Management Consultants and Canadian Association of Family Enterprises
• Served as Audit Committee Chair for the CMC's national organization
Real-world foundation: I grew up in a family business when interest rates were 23%. We had no money and lots of stress. I've walked in your shoes. I know what it's like to worry about making payroll, to have banks say no, to wonder how to break through to the next level. That lived experience, those sleepless nights, combined with professional training creates something unique.
Training and development: I invest heavily in my own education. My annual training hours dramatically exceed the minimums required by my professional associations. I'm certified in multiple methodologies including Value Builder, Duct Tape Marketing, and Keap CRM automation. I stay current because the business world changes fast.
Philosophy: I bring broad strategic expertise but focus it through Strategic CFO services. I pull the right tools from the toolbox for your specific situation. No cookie-cutter answers. Every business is different.
As the saying goes: "When you buy quality, you only cry once."
Do you have experience in my specific industry?
Probably. I've worked with companies across 65 industry segments including manufacturing, distribution, industrial services, technology, professional services, retail, construction, healthcare, and many others.
That said, I'm not an industry specialist. I'm a business growth specialist who understands how to analyze any industry quickly.
Here's what matters more than industry-specific experience:
Business model expertise: Whether you're selling products, services, or solutions, the financial and strategic principles are similar. I understand pricing strategy, customer economics, working capital cycles, and growth models across all types of businesses.
Analytical capability: I can quickly learn your industry by studying your financials, your competitors, your customers, and your market. I've done this hundreds of times. Within 30 days, I understand your business better than most people who've been in your industry for years.
Cross-pollination value: One advantage of working across industries is bringing ideas from other sectors to your business. Some of my best consulting has been taking a strategy that worked in manufacturing and applying it to professional services, or vice versa.
When industry expertise matters: Some industries have unique regulatory, tax, or operational complexities (healthcare, cannabis, international trade). If your business is in a highly specialized niche, I'll tell you during our initial conversation if I'm the right fit or if you need someone with specific industry credentials.
Most businesses need strong strategic and financial leadership more than they need someone who's "been in the industry forever." The latter often means doing things the way they've always been done. I bring fresh perspective.
Do you provide references?
Of all the FAQs, this is a tough question to answer. Please understand that you may not agree with my approach here. Years ago, when a prospect asked, I would give them a list of clients to call. Sometimes they called, sometimes they didn't. But this put my clients in an awkward position of being asked for advice, without having context or expertise in the prospect's situation.
My client would often give some advice, for free, and without being in a proper position to do so, because they were trying to help. The prospect would receive advice based on someone else's situation, that may or may not apply, and might cause harm. That wasn't fair to either party, and was inappropriate.
Also, asking for references indicates the prospect may not trust themselves, and is still looking for external validation.
Now, after more than three decades advising clients, I am good at selecting which clients will work effectively with me and be able to implement my advice, and which ones won't.
A reference can't do that if the prospect isn't ready to implement advice and grow as a person, which ends up growing their business.
Across the board, all our work with you would be confidential. All client situations are unique, as is yours. Asking for references puts my clients in vulnerable situations of potentially disclosing confidential information.
Actual testimonials and case studies about our work are scattered across my website along with endorsements on LinkedIn that talk about the results they achieved and benefits of my services.
Comparison & Decision Questions
Should I hire a fractional CFO, a full-time CFO, or just use my accounting firm for advice?
This depends entirely on your stage, needs, and budget. Let me break down each option:
Use your accounting firm for advice: Best for businesses under $3M in revenue with straightforward operations. Your external accountant can provide tax planning, compliance advice, and basic financial guidance. This is cost-effective but limited to their expertise (usually accounting and tax, not growth strategy).
Limitation: Most accounting firms are built for compliance work, not strategic growth. They're looking backwards (tax returns, financial statements) not forwards (growth strategy, financing, value building). Also, if they're auditing you, there are independence issues with providing strategic advice.
Hire a full-time CFO: Best for businesses over $50M in revenue or companies with complex operations requiring daily CFO presence (multiple entities, international operations, active M&A, preparing for IPO). Full-time CFOs cost $300K-$400K+ in compensation (plus benefits and bonuses) and you need enough work to justify that.
Limitation: Expensive and often unnecessary for mid-market companies. Also, finding great full-time CFOs is difficult. The best ones are rarely looking for jobs.
Hire a fractional CFO (me): Best for businesses $3M-$50M in revenue that need strategic CFO leadership but don't need or can't afford full-time. You get senior-level expertise at a fraction of the cost. I work with multiple clients so you benefit from patterns I see across industries and companies.
Limitation: I'm not there every day. For routine financial management, you need competent internal people (bookkeeper, controller, ideally both) to handle day-to-day operations. I provide strategy and leadership, not transaction processing.
The inflection point: You need fractional CFO services when your business has outgrown basic bookkeeping advice but doesn't need or can't justify a $300K+ full-time CFO. This is the sweet spot for most growing mid-market companies.
My recommendation: Start with a fractional CFO. If you grow to the point where you need full-time CFO support, I'll be the first to tell you, but that’s in the future, especially if you have a good controller. In fact, training your controller is a highly effective strategy for strengthening your financial team. I can guide that training.
What makes you different from other fractional CFO providers?
Three things make me fundamentally different:
1. Growth strategy expertise combined with financial acumen
Most fractional CFOs come from accounting backgrounds. They're great at financial reporting, compliance, and risk management. They can tell you what happened and whether it was recorded correctly.
I come from a strategic consulting background with deep expertise in growth strategy, marketing, and business development. Yes, I'm a CPA and have the financial credentials. But I'm also a Certified Management Consultant, certified Value Builder, and trained in multiple growth methodologies.
This means I don't just report on your financials. I help you grow your business, break through ceilings, optimize pricing, improve customer mix, structure financing for expansion, and build enterprise value. That's strategic work that most financial people can't do.
2. Decades of experience across diverse industries and situations
I've worked with hundreds of companies across 65 industry segments in seven countries over 34+ years. I've seen what works and what doesn't in virtually every business situation. That pattern recognition is invaluable.
I've also walked in your shoes. I grew up in a family business. I am a business owner. I understand the emotional side of business ownership, not just the numbers side.
3. Results-focused, not hours-focused
I don't charge hourly rates because I don't want you worried about the cost of calling me. I charge based on value delivered, not time spent. This alignment of incentives means I'm motivated to give you the fastest path to results, not to drag out engagements.
Some fractional CFO firms operate like body shops, sending whoever is available. You might get a different person every month. With me, you get me. Every time. I answer my own phone and emails. That consistency and personal attention is rare.
Bottom line: If you want a financial CFO who reports on history and ensures compliance, there are many qualified options. If you want a Strategic CFO who drives growth and builds wealth, I'm in a category of one.
Who is NOT a good fit for your services?
I appreciate when prospects ask this. It saves both of us time and frustration.
You're NOT a good fit if:
You're not willing to implement advice. I'm not interested in creating reports that sit on a shelf. If you just want analysis without action, I'll frustrate you and you'll frustrate me.
You're looking for the cheapest option. My fees are in the higher range because of the value I deliver. If cost is your primary concern, there are less expensive alternatives. As they say, "when you buy quality, you only cry once."
You're satisfied with the status quo. I work with growth-oriented businesses that want to break through ceilings and build something significant. If you're content with where you are, you don't need me.
Your business is too small (under $3M revenue). You probably need a good bookkeeper and accountant, not a Strategic CFO. The investment doesn't make sense relative to your revenue base. (But if you’re serious about growth, give me a call)
You need someone on-site daily. I'm a fractional resource, not a full-time employee. If you need daily presence for hands-on operational financial management, hire a full-time controller or CFO.
You need someone to do data entry or bookkeeping or set up spreadsheets. That's not what I do. You need competent internal people (or outsourced bookkeeping service) handling transactions and producing accurate financial statements. I work at the strategic level.
You want someone who will just agree with you. I tell it straight. If your pricing is wrong, I'll tell you. If you're focused on the wrong things, I'll tell you. If your biggest problem is you, I'll tell you gently. If you want a yes-person, look elsewhere.
You're in a highly specialized industry requiring specific industry credentials. Some industries (healthcare, cannabis, certain regulated sectors) need people with specific licenses or certifications beyond general business and financial expertise.
You're NOT the decision maker. I work with majority owners, CEOs, and business leaders who can make decisions and implement change. If you're middle management trying to convince upper management, this probably won't work. (But feel free to introduce me to your CEO)
You don’t want to grow. I work with businesses that want to grow, not just survive. If you're looking for someone to maintain the status quo or are satisfied with mediocrity, I'm not your person. If you want to build something great, let's talk.
Who IS a good fit?
Owner-led B2B companies with $3M-$50M in revenue, 10-200 employees, who are serious about growth, ready to implement advice, and value strategic expertise over cheap prices. You're hands-on, coachable, and respect expertise.
If that describes you, we should talk.
Final Questions
How do I get started?
Three simple steps:
1. Schedule a conversation: Call me at 1-855-904-0087 or email [email protected]. We'll set up a 30-minute exploratory call. No pressure, no sales pitch. Just a conversation to see if we're a good fit.
2. Assessment (if we're a fit): If it makes sense to explore working together, I'll conduct a brief assessment of your business (usually 1-2 hours of your time) to understand your situation, challenges, and goals. This costs $1,500 and gives you initial strategic insights plus a clear recommendation on whether we should work together and what that would look like.
3. Engagement (if we both want to proceed): We'll agree on scope, investment, and deliverables. You'll make the Strategy Investment to kick off deep discovery and initial recommendations. Then we move to ongoing subscription engagement.
What happens in our first free call?
I'll ask about your business: current revenue, team size, key challenges, growth goals, and what's missing in your business. You'll ask about my approach, experience, and whether I've worked with businesses like yours. We'll both assess fit.
You'll know within 30 minutes if this feels right. So will I.
What if we're not a good fit?
I'll tell you. I may refer you to other advisors who are better suited to your situation. I'd rather have a good reputation than a bad client relationship.
Ready to talk?
The next five years are going to pass whether we work together or not. The question is where your business will be at the end of those five years.
Let's have a conversation about your growth potential.
Call me at 1-855-904-0087 or email [email protected].
Have questions not answered here? I respond to every inquiry personally. No gatekeepers, no forms to fill out, no waiting. Just real conversation with someone who might be able to help you break through to the next level.
Phil Symchych, CPA, MBA, CMC, ICD.D
The Business Wealth Builder®
The Grumpy CFO®
Originally Established 1994®
CONTACT
PHIL SYMCHYCH
(Toll-free North America)
Regina, Saskatchewan,
Canada
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