Bookkeeper, controller, or fractional CFO: what support do you need?

When the priority is getting the records current

Bookkeeping often covers recording and categorizing transactions, maintaining receivables and payables, and reconciling routine accounts. If you cannot tell which months are complete or whether bank activity is reconciled, reliable records are the first priority.

Ask what is included, what information you must provide, and who answers questions about unusual transactions. A transaction service alone may not include tax planning or management advice.

When the priority is accounting oversight

Controller support can include close management, accounting policies, review of reconciliations, financial statement preparation, and controls over the accounting process. It is relevant when the business has records but needs more consistent reporting and review.

Define the reporting basis, entities covered, review responsibilities, and any outside requirements. An accounting engagement is not automatically an audit, review, or other assurance engagement.

When the priority is a financial decision

Fractional CFO support can help with cash planning, budgets, forecasts, performance measures, and evaluating choices such as hiring or expansion. The arrangement gives a business access to financial leadership on an agreed scope and cadence.

For example, a hiring decision may require a forecast of payroll costs, expected revenue, collection timing, and downside scenarios. The CFO work depends on accounting information being sufficiently reliable.

Use these questions to define the scope

• Are our records current and reconciled?
• Which decisions are delayed because we lack financial information?
• Who owns accounting review, cash planning, and management reporting today?
• What should we receive each month, and who will discuss it with us?
• Which work belongs with our internal team or another specialist?

Start with a defined first step

You may need a combination of services. Begin with the immediate gap, agree on deliverables, and review the arrangement as the business changes. There is no universal revenue threshold at which every company needs the same finance team.