Cash on hand
$468k
Up $66k on the prior quarter
Fractional CFO Dallas, Texas Clients nationwide
A CFO in the room.
Not on the payroll.
Jordan Duncan, MSF holds the CFO seat for owner-led companies — running the forecast, the margin work, and the monthly reporting that decisions of consequence get made from. Retained by the month, at a fraction of the cost of the hire.
- Advisory Retainer
- Project Engagement
- Interim CFO
- Principal
- Jordan Duncan, MSF
- Credential
- Master of Science in Finance
- Based in
- Dallas, Texas
- Serving
- Clients nationwide
- Engagement
- Retained, project, or interim
The case for the seat
Somewhere past the first few million in revenue, the numbers stop being a record of what happened and become the instrument you steer with. The bookkeeper closes the month. The CPA files the return. Neither is paid to tell you that the new product line is quietly subsidising itself, or that the growth you are proud of will need eleven weeks of cash you have not yet arranged.
That gap is the CFO seat. Companies at this size tend to need the judgment permanently and the salary never — which is the whole argument for holding the seat fractionally.
- The month closes on time, and still nobody can say what it means.
- Revenue is up, and cash is somehow tighter than it was last year.
- The next hire, the next location, the next facility — all decided on instinct.
The mandate
Four things the seat owns
from the first month.
- 01
Forward visibility
A forecast that is maintained, not rebuilt in a panic — so the next two quarters are a plan you are working rather than a number you are hoping for.
- 13-week cash
- Rolling P&L
- Scenario cases
- 02
Margin discipline
Where the money actually goes, costed and priced line by line, with a ranked view of what to change first and what the change is worth.
- Unit economics
- Pricing structure
- Cost base
- 03
Reporting you can act on
One pack each month that answers three questions: what happened, what it means, and what now needs deciding. Written for an owner, not an auditor.
- Monthly pack
- KPI set
- Board material
- 04
Decision support
Someone to think against before the hire, the lease, the line of credit, or the offer — with the model open on the table between you.
- Hiring & capacity
- Capital & debt
- Transactions
The deliverable
One pack each month,
written to be acted on.
The same artefacts in the same order every month, so you learn where to look: where the cash gets tight, which line is carrying the margin and which is quietly spending it, and what now needs a decision. This is the shape of it.
Gross margin
31.4%
Down 2.1 points on the prior quarter
Days sales outstanding
41 days
Down 7 days on the prior quarter
Thirteen weeks of closing cash
Maintained weekly, not rebuilt in a panic. The plan clears the floor — by eleven days.
- Week 8 trough $264k — eleven days of headroom
- Operating floor $200k
Gross margin by service line
Costed line by line, so a line that is subsidising itself cannot hide inside the blend.
- Blended target 30%
- Flagged for review priced below cost to serve
In the pack
- 01The month in one pageThree numbers and what moved them
- 02Cash & the 13-week runwayClosing balance, week by week
- 03Margin by service lineWhere the gross profit is made
- 04Forecast against planVariance, explained in a sentence
- 05Decisions on the tableWhat needs a call this month
Illustrative figures, drawn to show the form of the reporting. Not client data.
Engagement models
Three structures.
One of them fits.
Scope is agreed in writing before the work starts and revisited as the company changes. No annual lock-in, no equity, no benefits load.
Advisory Retainer
Monthly · ongoing
A standing CFO seat: close review, a reporting pack you can actually read, a maintained forecast, and a working session with you every month.
Best fitOwner-led companies that want a finance principal in the room on a regular cadence.
Project Engagement
Fixed scope · 4–12 weeks
One defined outcome — an operating plan, a pricing rebuild, a reporting overhaul, a set of books made diligence-ready.
Best fitA specific decision or deadline that has outgrown the current team.
Interim CFO
Weekly · embedded
Full CFO coverage through a vacancy, a transaction, or a stretch of fast change — including oversight of the finance team.
Best fitAn empty seat, or a period of work that needs daily ownership.
Contents
The practice,
in order.
- 02The Fractional ModelWhat the arrangement is, when it earns its keep, and when it does not.
- 03Scope of WorkFifteen areas of work, grouped into the four disciplines the seat draws on.
- 04Who I Work WithThe four situations that account for most of the work in this practice.
- 05The PractitionerBackground, credentials, and the principles the work is run on.
- 06How an Engagement RunsFrom first conversation to the pack that lands on your desk each month.
- 07Request an IntroductionA private thirty-minute conversation about your company and its numbers.
Next step
Thirty minutes,
and a straight answer.
Bring one question you cannot currently answer from your own reporting. If a fractional CFO is not the right answer, you will hear that on the call — there is no proposal waiting at the end of it.
Request an introduction- Direct
- jordynsfinance@gmail.com
- Telephone
- 469-248-7336
- Reply
- Within one business day
- Elsewhere
- @jordynsfinance