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re: What do you look for in a CFO, if hiring
Posted on 7/30/26 at 3:54 pm to BabyTac
Posted on 7/30/26 at 3:54 pm to BabyTac
quote:
With that said, you need to look for a younger talent. Something where this would be a big step up in their career and they’re motivated by that more than the money. You can evaluate their qualifications and motivation in the interview process. This isn’t rare for smaller companies or start up, just a risk. Downside is this person could not be 100% ready for the role and you deal with bumps and bruises as they learn. Upside is they end up being a rockstar, but 3 years in, they’ll be looking to double their salary somewhere else. It helps to have good references for someone who’s ready to step up in this role.
Honestly, in my career I’ve found more success in challenging the up and comers vs hiring an old overpriced curmudgeon that’s looking for a retirement gig that doesn’t give a shite either way. See Brian Kelly. That experiment has been done 1000 times over in the corporate world. It has a high success rate for failure.
Go after the young guy.
Id have to disagree with hiring an up and comer. While yes theyd be hungry for the role, I think someone would have to at least have experience as a Controller thats handled many different units and managed staffs. You can tell who the curmudgeon types are so itd be easy to pass those up. A lot can be said for someone that has experience with scaling an operation of this size.
1
Posted on 7/30/26 at 4:47 pm to JOHNN
Y’all can’t really just ask AI everything and think that’s the real world. There are things like industries, geography etc. to take into consideration. The fact it says “strongly recommended” to give equity to a CFO at this range is ridiculous. Yeah, just give up the equity to some CFO that hasn’t help build anything.
You’d be better off hiring a fractional CFO firm to start and don’t give away equity to anyone.
You’d be better off hiring a fractional CFO firm to start and don’t give away equity to anyone.
Posted on 7/30/26 at 4:47 pm to TX_Tiger23
never give up equity, ever. For any reason. Ever.
Posted on 7/30/26 at 5:24 pm to JOHNN
quote:
Id have to disagree with hiring an up and comer. While yes theyd be hungry for the role, I think someone would have to at least have experience as a Controller thats handled many different units and managed staffs. You can tell who the curmudgeon types are so itd be easy to pass those up. A lot can be said for someone that has experience with scaling an operation of this size.
I don’t think he meant go hire a senior analyst and promote them to cfo
Hiring a regional controller from a similar larger company isn’t a terrible idea if that person has shown quick growth within their organization and a want to continue to progress their career.
I’m a director at a national but not big 4 public accounting firm and I’m 32. A roll similar to this is one of the few things I’d find at least interesting. Im not leaving my firm for a $10k raise or similar title, I’ll just stay and make partner. But an emerging company and a real seat at the table, maybe.
Posted on 7/30/26 at 6:23 pm to TX_Tiger23
quote:
Y’all can’t really just ask AI everything and think that’s the real world. There are things like industries, geography etc. to take into consideration. The fact it says “strongly recommended” to give equity to a CFO at this range is ridiculous. Yeah, just give up the equity to some CFO that hasn’t help build anything.
I definitely realize that. I did put in that its a construction staffing firm in Texas handling projects all over the US.
This post was edited on 7/30/26 at 6:25 pm
Posted on 7/30/26 at 8:05 pm to JoseVargasTX
Do you need a full time CFO, or would a fractional one work? Might be able to find a seasoned professional willing to work part time.
Posted on 7/30/26 at 8:19 pm to JoseVargasTX
Honesty number 1 by far. A little OCD. Frugal financially.
Posted on 7/30/26 at 8:59 pm to JoseVargasTX
We need to chat. I'm not interested in your position but I am interested in being a client
Posted on 7/30/26 at 11:26 pm to JoseVargasTX
Fully depends on what your goals are for the company. Is your ideal exit timeframe 3 years? 5? 10? Death?
Do you intend to become acquired by PE? Or sell the company to your employees? Leave it to children upon dirt nap? Other?
Without a lot more info, we can only provide responses that are going to be biased with assumptions and personal experience which may not be good advice for your specific goals.
Start with the end in mind…so you can build the vehicle one part at a time to get you there.
Do you intend to become acquired by PE? Or sell the company to your employees? Leave it to children upon dirt nap? Other?
Without a lot more info, we can only provide responses that are going to be biased with assumptions and personal experience which may not be good advice for your specific goals.
Start with the end in mind…so you can build the vehicle one part at a time to get you there.
Posted on 7/31/26 at 11:40 am to JoseVargasTX
Do you need a controller?
I am in if so
I am in if so
Posted on 7/31/26 at 3:39 pm to I Love Bama
Love to connect with you. Let me know the best way to touch base.
Posted on 7/31/26 at 3:48 pm to BawtHouse
For now we say we want to keep this rolling and no real exit plan. We have had PE ask if we are interested in exploring a purchase or merger with a different kind of staffing firm and we have been in such a build, build, build phase, we haven’t entertained the conversation.
Big things that slow us down—
State filings in all the different states.
Month end close outs and accurate P&L review.
Devoting a balanced amount of time for future growth and strategic planning, sales and recruiting planning and development, and diversification.
We’ve got a seven man sales team, five recruiters, an office manager/accounting admin, and ops director who runs payroll and workers comp (for now), and a recruiting manager, myself CEO and my partner, COO.
I’ve been in the business for 15 years. Last company I was with, I was a franchisee of sorts and we had a very forward thinking CFO. He understood employee law, workers comp, finance, taxes… he was kind of like a general
Manager. I don’t know if we need that position as much as we need a controller.
We currently have 700 employees working for us across the country.
Big things that slow us down—
State filings in all the different states.
Month end close outs and accurate P&L review.
Devoting a balanced amount of time for future growth and strategic planning, sales and recruiting planning and development, and diversification.
We’ve got a seven man sales team, five recruiters, an office manager/accounting admin, and ops director who runs payroll and workers comp (for now), and a recruiting manager, myself CEO and my partner, COO.
I’ve been in the business for 15 years. Last company I was with, I was a franchisee of sorts and we had a very forward thinking CFO. He understood employee law, workers comp, finance, taxes… he was kind of like a general
Manager. I don’t know if we need that position as much as we need a controller.
We currently have 700 employees working for us across the country.
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