02of 08The Mandate
Five things the seat owns
from the first month.
A fractional engagement is not a set of hours. It is a set of responsibilities that become someone else's to hold — these five, whatever else the month brings.
- Held from
- Month one
- Reviewed
- Every month, with you
- Reported in
- One pack, monthly
- Owned by
- One principal, directly
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 business made money this month, and it does not feel like it did.
The mandate
What changes hands
when the seat is filled.
- 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.
What that looks likeYou can answer what the cash position will be in eleven weeks without opening a spreadsheet and hoping.
- 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.
What that looks likeEvery revenue line has a true margin attached to it, and the ones that are subsidising the rest are named.
- Unit economics
- Pricing structure
- Cost base
- 03
What you actually take home
A set owner-pay figure the business can genuinely support, and a tax reserve funded every month — so what reaches you personally is a decision that was made, rather than whatever survived the month.
What that looks likeOwner pay lands on a schedule, and the tax bill is money already set aside rather than a figure that arrives as a shock.
- Owner pay
- Tax reserve
- Distribution policy
- 04
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.
What that looks likeTwenty minutes with the pack tells you the state of the company and the two decisions that cannot wait.
- Monthly pack
- KPI set
- Board material
- 05
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.
What that looks likeThe decisions that carry real money get tested before they are made rather than explained afterwards.
- Hiring & capacity
- Capital & debt
- Transactions
Held to it
A mandate is only real
if it is reported on.
Each of the five shows up in the monthly pack in a form you can check: the forecast against what actually happened, margin by line, the owner-pay and reserve position, and the decisions currently on the table. Nothing is owned quietly.
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.
- Direct
- jordynsfinance@gmail.com
- Telephone
- 469-248-7336
- Reply
- Within one business day
- Calendar
- Thirty minutes · no charge
- Elsewhere
- @jordynsfinance