CFOs Becoming More Strategic

As the head of a finance organization there is a perpetual battle for your time between tactical issues and strategic initiatives.


  • Production of Financials
  • Audit Support
  • G/L Management
  • Systems Evaluation/Configuration M&A Analysis
  • Process Management
  • Financial Model Maintenance


  • Fund Raising
  • Profitability Analysis
  • Contract/Pricing Model Standardization
  • Managing Business Investment
  • Analyzing Avenues for Revenue Growth

Like most successful executives you want to be more strategic, so what stops you?

More than likely you fight one or several of the issues below:

  • Your time is consumed in driving day-to-day finance related deliverables
  • You fight resistance to change within the finance organization to better support the business
  • You are bogged down with staff attrition & management headaches and systems and IT challenges
  • Your finance team lacks the skills to generate reports required for doing real business analysis and driving accountability

Many CFOs deal with these problems month after month hoping it will just get better. Other CFOs decide they need to seek help in proactively driving change to break this cycle for the business and their own careers.

Take the case of one small/mid-market company CFO who decided he needed things to change to become more strategic and:

  • Engaged consulting services to serve as “change agents” in optimizing business processes
  • Moved all F&A systems to the cloud to offload maintenance costs & headaches
  • Leveraged mid-market focused F&A firm to handle all tactical F&A activities and reduce local low-value headcount
  • Used dollars saved through outsourcing tactical activities to get higher level skills to support management reporting

The result?

Within 3 months, and with no disruption to business operations, F&A processes were optimized, more value was being created from the F&A function for the same spend and the CFOs time was successfully addressing critical strategic initiatives for the business.

Consero FaaS: Disrupting the Outdated Traditional F&A Model

  • Cash to GAAP conversion
  • Clean-up work
  • Interim oversight & support
  • Accounting software Implementation

Build it Yourself Solution

  • CFO / Interim CFO
  • Consultants / VARs

Consero FaaS Solution

  • CFO / Interim CFO
  • or Consero Interim CFO
  • Consero Setup/Transformation
Ongoing F&A
  • Monthly financials
  • Daily accounting support
  • Management reporting
  • Integrate add-on acquisitions

Build it Yourself Solution

  • CFO
  • Controllers & Accounting Team
  • Enterprise Accounting Applications

Consero FaaS Solution

  • CFO
  • or Consero Fractional CFO
  • Consero FaaS Enterprise F&A Software and Services

New PE Platform Investment F&A Challenges

Founder Owned Company Accounting:
  • Existing accounting done on a cash/hybrid basis
  • Run on SMB accounting software and other disparate applications
  • Inability to produce auditable financials
  • Lack of know-how to develop projections & KPIs
  • No consistency/structure to customer contracts
  • Underqualified staff
  • Non-scalable manual processes
Carve-Out Accounting:
  • Required to move off parent company accounting applications in a timely fashion
  • Have to build an entire F&A team
  • No documented operational policies and procedures
To Optimized Finance & Accounting:
  • Monthly financials available in 5-10 business days
  • Audit and diligence ready support details
  • Integrated enterprise grade accounting software
  • Budget and forecast reporting
  • Business KPIs
  • Efficient & scalable processes for rolling in add-ons