Hiring a fractional CFO is one of the smartest moves a growing company can make — especially when full-time overhead doesn’t yet make sense.
But what exactly does a fractional CFO do?
Whether you’re a founder, CEO, or investors, board member exploring financial leadership options, here’s a closer look at how part-time CFOs drive financial clarity, control, and strategy across all kinds of companies.
It’s a common scenario: A company invests big bucks in a massive ERP implementation only to watch the effort stall. Or worse, fail altogether.
Maybe the problem is the lack of planning or ERP software curation. Maybe it’s not thinking ahead for future needs. Or maybe it’s not having an experienced ERP implementation executive who can make that integration sing.
For all that goes into ERP implementation — ERP, or Enterprise Resource Planning, is, after all, managing, streamlining, and tying together all essential business processes — strategizing every step should be a non-negotiable.
“ERP systems usually get replaced every seven to 10 years. I’ve been with some companies where they hadn’t replaced them for 25 years,” says Bruce Howard, an InterimExecs RED Team member and Interim CIO who has spent much of his career implementing ERP solutions.
“There’s a planning phase to bring all of the pieces together and make sure you’ve got a clear approach and clear people assigned. And then you need a methodology for the way you select systems and implement,” he says.
To better understand the components of a successful ERP implementation process and a clear look at how an ERP strategy can support business operations and better decision-making, we asked Howard and interim executives Tony DeLima and Alonso Vargas to walk us through the essential elements.
When was the last time you reached out to an existing or former customer hoping to make another sale? Have you bought leads, sent them one email and never reached out again? Or worse, bought the leads and never reached out to them at all?
If your answer is, “Um, I don’t really do much customer outreach or email marketing,” don’t feel bad. It just means you’re human.
Steve Rosenbaum understands. He’s a born salesman who “starts with the follow-up” but knows that “most businesses aren’t doing it. They’re ignoring the follow-up.”
And that means they’re leaving the easy money on the table. He points to statistics showing that if a company can improve its customer retention by as little as 5 percent, it can boost the bottom line by as much as 95 percent, Rosenbaum says.
Thanks to global supply chain disruptions, growing hostilities between the US and China, and rising import tariffs, U.S. companies are reconsidering a business plan that calls for them to outsource so much of their production to foreign companies in Asia. Instead, they are pivoting to onshoring back in the US, and “nearshoring” production in Mexico.
This new supply chain approach calls for sourcing products closer to home. For U.S. companies, that means setting up suppliers in Latin America — specifically, Mexico.
Mexico benefits from its geographic proximity to the U.S., its well-established export-oriented industrial sector, a labor force that values manufacturing jobs, and its inclusion in the US-Canada-Mexico North America free trade agreement, notes Forbes.
The move to Mexico is happening fast. Axios reports that the number of companies making moves to nearshore their production nearly tripled last year — to 42 percent of the companies polled, versus 17 percent in 2022 and just 11 percent in 2021.
Those companies join behemoths such as Walmart and automotive giants General Motors and Tesla that are already well on the way to bringing manufacturing closer to home.
With so many companies jumping on the nearshoring bandwagon, we asked two executives with experience working in Mexico for their advice. Klaus-Juergen Wolf, who has spent 15 years as a C-suite interim executive, and Jay Winkler, whose consulting company, Brave Lion Group, works with manufacturing firms, shared the following insights and suggested questions you should ask, concerns you should address, and the possible problems you could face if you nearshore production in Mexico.
Interim executives — experienced C-suite leaders who take on short-term roles — traditionally are found in turnaround situations, coming in to save companies on the brink. Or they are brought in to keep a company moving forward while a new permanent hire is identified and onboarded.
But there’s another leadership role that is tailor-made for an interim leader: Using their skills, experience and executive talent to guide fast-growing companies.
An experienced interim executive is the right leader for companies facing big points of change or growth. Interim and fractional executives often step in to address growing pains many organizations feel when they lack the systems and processes to scale. On the other hand, interim executives jump in as a key part of the diligence or post-acquisition integration strategy for companies and private equity firms leveraging an M&A strategy to expand.
Many private equity funds hear the words “interim executive” and think the only application is an Interim CEO or CFO for turnaround or short-term fill-in of a portfolio company. But PE funds seeking a great return look to interims for their unique abilities to build and transform companies.
An Interim CEO brought on to lead a recently acquired private equity portfolio company, for example, may match the hold period of the fund. That could mean several years of working to build, grow, and ultimately exit the company, hitting big returns for everyone involved.
Here are six major use cases for an Interim CEO, Interim CFO, or other interim executive in PE-backed portfolio companies:
Most funds hope to spread their wings and work beyond industries where they’ve already had success. In looking at new industries where acquisitions may cost less and produce higher returns, a little more diligence is often needed. The further afield a fund goes, the more they need expert leadership removed from prior operating teams.
We recently matched a $5B+ fund with an Interim CEO expert in e-commerce and consumer goods to help determine if a potential acquisition made sense. While the fund had deep experience in the manufacturing space, understanding the current challenges and opportunities to expand go-to-market strategy was essential. Once the deal closed, the executive transitioned into an ongoing advisor role to ensure the acquisition would be a success.
AHIMA, a nonprofit whose mission is to ensure that health information is accurate, complete, and available to patients and providers, had a big idea: To expand by buying a for-profit business.
The acquisition target, HCPro, was an industry leader in integrated information, education, training, and consulting products and services in healthcare compliance and revenue cycle management.
The combination, AHIMA CEO Amy Mosser believed, would broaden the reach of both organizations.
But, first came the challenge of the acquisition process – performing due diligence, planning for the integration, and setting a course for the future.
To do that, she needed help in three key areas: financial due diligence, workforce integration planning, and content licensing.
When it’s time for a private company to go public, or the board of directors determines that fundraising is needed on a large scale, an IPO is not the only option. There’s also a less well-known and, until recently, less-well-respected option: a reverse merger into a public shell. It is often called an Alternative Public Offering (APO).
This reverse takeover process, which can be faster and cheaper than a traditional Initial Public Offering, is growing in popularity.
Scott Jordan (no relation to InterimExecs’ CEO Robert Jordan), an investment banker and CFO who spent 30+ years working in biotech, engineered a reverse merger of a biopharma company in 2019. He says that while the coronavirus caused capital flow interruptions, investors in the private markets are still providing capital to companies with novel or scientifically validated biotechnology companies.
That means reverse mergers and PIPEs (Private Investment in a Public Entity) can still raise the money needed to complete their deals. He estimates that about 20 biotech firms debuted in the public markets last year as a result of reverse mergers and the number is on track to repeat in 2020, despite the virus.
But let’s back up and begin at the beginning.
Omnichannel is the new retail. It means that there are no walls between brick and mortar and online, between online and social media, between social media and email and, one day very soon, between humans and the metaverse. In other words, the omnichannel customer experience creates a seamless customer journey that allows consumers to move easily among all of the channels a retailer can use to reach a purchaser.
A Digital Commerce 360 analysis of US Commerce Department data shows that consumer spending online in the US rose to $870.78 billion in 2021, up 14.2 percent from the pandemic-inflated numbers recorded in 2020. Compare the 2021 figure to pre-pandemic 2019 stats and online spending rose a whopping 50.5 percent.
Those are numbers far too big to ignore. Customer retention demands a seamless experience that allows consumers to move from in-store to online to in-app purchases with ease.
Every business owner is looking for ways to improve company performance. But where to start? Management consultants talk about KPIs and workflow, business strategy and culture. All important, to be sure. But in a rapidly changing world, owners and managers do well to ask themselves how they can improve business performance — even when financials look great at the time.
Often, by the time a company calls us for help, the signs of peril have been lurking or shouting out for months or years. The bottom line is that the leader missed or ignored signs of pending crisis because they failed to ask themselves these critical questions.
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First-year Change Agent members have access to the Interim Institute’s 4 hour audio program on the Fundamentals of Interim Management, and a one-hour strategy session to help jumpstart their interim career.
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