20 to 25
Days to close the month
By the time the numbers arrive they describe a quarter you cannot change. Every decision in between is made on instinct.
Fractional CFO for staffing and placement firms
See what drives
your business.
We help founder-led staffing firms see the real economics of their business, protect their margins as they grow, and get ready for the exit they're working toward.
One quarter on a single desk.
This is what a staffing desk actually does over three months. Most owners only see the first number and the last one.
Twelve adds to net one.
Every save after that is one more.
A Diagnostic shows you this for every desk you run. See the Diagnostic
I came up inside staffing finance. I built Finvisors for founder-led firms that are not ready for a full-time CFO.
Jordan Clark
Founder. CHG Healthcare.
Sound familiar
You are growing. The numbers are not keeping up.
Four things we see again and again. None of them show on a P and L until they are expensive.
Net 60 to 90
A working capital cycle nobody designed
Clinicians are paid weekly. Hospitals pay on Net 60 to Net 90. Growth makes that gap wider, not smaller.
60 to 70%
Of recurring profit with one client
Concentration measured by revenue looks manageable. Measured by margin, the way a buyer measures it, it usually is not.
4 years
Since the commission plan was written
It was built for the company you were then, and it is quietly paying producers to do the wrong things now.
There is usually one more: a piece of one-time cash that masks a structural operating loss, so the year looks fine while the business underneath is not.
A ladder, not a menu.
Most firms start with a Diagnostic. From there, ongoing financial leadership at the level the business needs, moving up as it grows.
The Diagnostic
A focused, fixed-scope engagement that shows you the true economics of your business. Defined start, defined end, no ongoing commitment.
Typically three to four weeks
- Economic model built to your actual numbers.
- Margin by service line and profitability by client.
- Where your client concentration actually sits, measured the way a buyer would measure it.
- Unit economics: margin and spread per placement or per producer.
- A written findings and recommendations document you keep, whether or not we work together again.
Then, ongoing financial leadership
Three levels. Move up as the business grows.
Clarity
Where most retainers begin
You have a fractional CFO. A clear view of the numbers every month, and the confidence to decide on fact rather than instinct.
A fit when: growth has outpaced your visibility, or a lender wants reporting you can't produce yet.
Clarity in detailMargin and Scale
We move from seeing the numbers to acting on them, focused on the decisions that move margin.
A fit when: you're adding producers, desks, or a service line and want growth pointed at profitable work.
Margin and Scale in detailExit Readiness
For firms building toward a sale. We get the financials into the shape a buyer rewards, well before you go to market.
A fit when: a sale is on the horizon in the next three to five years.
Exit Readiness in detailFixed price, in writing
Every engagement starts with a written scope and a fixed price. No hourly billing.
Month to month
After an initial term, either side can end a retainer with 30 days notice.
Simple billing
Retainers are billed monthly in advance. Projects are billed half at signing, half on delivery.
Works alongside your CPA
We don't do tax, audit, or legal work. We're glad to work with the people who do.
Need a one-off project? Commission plan rebuilds, financial model builds, board and lender reporting packages, and system implementations are scoped individually.
We speak staffing natively.
We came up in the industry.
Finance at CHG Healthcare, the largest locum tenens firm in the country, plus Doximity (Curative).
We have taken a client through to exit.
Advised a healthcare staffing company from early growth through a successful acquisition.
Most fractional CFOs have never read a staffing P&L.
Spread, desk economics, capacity utilization, credentialing drag, and commission mechanics are their own language.
- 7+
- years in staffing finance
- $5M to $50M
- the size of firm we work with
Firms I've worked with
Most firms call us at one of six moments.
Nothing here is urgent until suddenly it is. These are the moments that usually start the conversation.
- Growth has outpaced what your numbers can tell you.
- A new lender or covenant wants reporting you cannot produce yet.
- You are thinking about selling in the next three to five years.
- Your finance person just resigned.
- You are adding a service line where the economics do not translate.
- A board or sponsor is not getting what they need from current reporting.
If one of these is true right now, a Diagnostic is usually the fastest way to find out where you actually stand.
Scope a DiagnosticNot sure where you fit?
Most conversations start with a short call and a few questions about your business. If a Diagnostic makes sense, we will scope it. If it does not, we will tell you that too.
Prefer to talk first? Book a complimentary 30-minute review call.