Cash planning
Build a rolling view of cash needs, timing, debt, collections, payroll, and planned investment.
Fractional CFO services
Forward-looking finance without a full-time CFO.
Turn accurate accounting into forecasts, scenarios, performance measures, and decisions your leadership team can use.
Beyond historical reporting
A CFO helps answer “what happens next?”
Bookkeeping tells you what was recorded. Accounting makes sure it is right. Controller work makes the process reliable. CFO advisory uses that foundation to evaluate options, risk, cash, and return.
Fogler CPA can provide the layers together, so strategic advice is connected to the actual books rather than a separate spreadsheet exercise.
RolePrimary questionTypical output
BookkeepingWhat happened?Recorded transactions and reconciliations
AccountingIs it complete and accurate?Closed books and financial statements
ControllerIs the process controlled and repeatable?Review, policies, reporting, and accountability
CFOWhat should we do next?Forecasts, scenarios, KPIs, and decision support
Forecasting
Translate operating assumptions into an updated financial outlook and compare actual results with the plan.
Performance
Select a small set of financial and operating indicators that explain what is driving results.
Major decisions
Model hiring, pricing, equipment, locations, financing, and other choices before resources are committed.
Leadership reporting
Create concise, consistent materials for owners, executives, boards, lenders, or other stakeholders.
Accountability
Leave each meeting with agreed actions, owners, timing, and a financial reason for the priority.
A strong fit
- The books can be closed reliably—or you want us to build that foundation.
- Leadership has real choices to make and wants financial structure around them.
- You value recurring preparation and a candid working session.
- You are willing to share operating data and follow through on decisions.
Probably not the right fit
- You only want an annual tax-return conversation.
- You need investment banking, securities, or legal advice.
- You want a forecast without maintaining accurate underlying records.
- You expect a CFO to make operating decisions in place of management.
A working rhythm
Prepare. Discuss. Decide. Follow through.
- UpdateClose the books and refresh the forecast and KPIs.
- InterpretIdentify variances, constraints, and the few issues that matter most.
- DecideModel options and agree on practical next actions.
- TrackCarry owners, due dates, and outcomes into the next cycle.