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Fractional CFO and FP&A Services for Better Cash Flow, Profitability and Business Control
Accounting tells you what happened. A strong management finance function explains why it happened, what is likely to happen next and which actions management should take now.
Contetra provides fractional CFO, virtual CFO and outsourced FP&A support to businesses that need senior financial leadership, stronger planning and decision-ready reporting - without immediately building a full in-house team. We work with owners, CEOs, CFOs and finance teams to convert financial and operating data into cash-flow discipline, profitable growth and more confident decisions.
Build the finance capability your next stage requires
Begin with a focused review of reporting, planning, cash, profitability and the finance operating model.
When the finance function needs to become a management function
Cash is tight despite reported profit
Receivables, inventory, advances, payment terms or project economics are consuming cash, but management lacks an integrated working-capital view.
Budgets become obsolete quickly
The annual plan is not linked to business drivers, ownership is unclear and there is no rolling forecast or scenario discipline.
MIS is late or descriptive
Reports explain last month but do not isolate root causes, quantify decisions or identify the actions required from each function.
Growth is not translating into margin
Pricing, product mix, customer economics, utilisation, incentives or overhead absorption are not sufficiently visible.
The founder remains the finance control system
Critical approvals, cash decisions, negotiations and performance reviews depend on one person because governance and delegation have not matured.
A transaction or scale event is approaching
Fundraising, debt, acquisition, geographic expansion or IPO preparation requires stronger forecasts, controls, reporting and finance leadership.
What our fractional CFO and FP&A services cover
Strategic financial planning
Annual operating plans, driver-based budgets, rolling forecasts, scenarios, sensitivity analysis and finance-linked business targets.
Cash flow and working capital
13-week cash forecasts, collections governance, inventory and payables analysis, funding requirements, covenant visibility and cash review rhythms.
Profitability and pricing
Product, customer, project, channel, branch and segment economics; contribution analysis; pricing models; break-even views and margin improvement actions.
MIS, dashboards and board reporting
Monthly management packs, KPI trees, budget-versus-actual analysis, trend and variance commentary, board packs and decision-oriented dashboards.
Capital and growth decisions
Business cases, feasibility models, capital allocation, fundraising materials, lender packs, acquisition support and investment-return analysis.
Finance operating model
Close calendar, roles, review cadence, policies, controls, team capability, system requirements and the roadmap for an increasingly scalable finance function.
A decision system - not a reporting exercise
Our role is not to add another spreadsheet or present a dashboard that management views once a month. We design a management rhythm in which the right metrics are reviewed at the right frequency, owners understand the drivers behind variances, decisions are recorded and follow-through is visible.
The specific deliverables vary, but the objective is consistent: connect operational performance to financial outcomes early enough for management to act.
Our engagement model
Step 1 · Finance diagnosticReview data quality, reporting, planning, cash, profitability, systems, controls and current team capacity.
Step 2 · Priority roadmapDefine immediate interventions, recurring management routines and capability-building priorities.
Step 3 · Build the management modelCreate forecasts, dashboards, analytical models, policies and review packs around agreed business drivers.
Step 4 · Embed ownershipRun management reviews, coach internal teams and assign actions to finance and business owners.
Step 5 · Improve decisionsUse insight to address pricing, working capital, cost, growth, capital and execution decisions.
Step 6 · Transfer and scaleDocument the model, automate repeatable work and evolve the internal finance organisation as the business grows.
What management should receive
- A concise monthly management pack with a clear executive narrative - not a data dump.
- A rolling view of cash, funding headroom and the operational drivers affecting liquidity.
- Forecasts that can be updated when volume, price, mix, capacity, cost or timing changes.
- Profitability views aligned to how the business actually manages products, customers, projects and locations.
- A documented list of decisions, owners, timelines and expected financial impact.
- A finance roadmap showing what should remain outsourced, what should be built in-house and what should be automated.
Why Contetra for CFO and FP&A support
Built for operating businesses
Our work connects finance to sales, procurement, production, projects, inventory, service delivery and other business drivers.
CFO insight plus implementation support
We help management decide - and also help finance teams build the models, reports, controls and routines required to execute.
Connected to ERP and automation
Where reporting or planning problems originate in systems and processes, our ERP and automation specialists can address the underlying cause.
Flexible senior capability
Engagements can begin with a specific problem, diagnostic or recurring retainer and evolve with the organisation's needs.
Frequently Asked Questions
Give management a clearer view of what is changing - and what to do next
Discuss your current cash-flow, reporting, planning or profitability challenge with a finance transformation specialist.