Fractional CFO
# Fractional CFO **Visions Alliance** · Remote · `Remote` 🕒 **Статус:** *Опубликовано: 4 дня назад* · *Источник: Indeed* --- ### About the Role Location: Remote-first (U.S.), with a strong preference for a Florida/Southeast base. Regular travel to client sites and board meetings, primarily in FL. Reports to: Managing Principal and the Founder Type: Full-time. Blended CFO/operations leadership role with a defined path to a full-time internal COO seat. About Visions Alliance Visions Alliance is a boutique fractional CFO and controller practice built for private clubs and hospitality organizations. We give clubs, hotel and restaurant groups, and owner-led hospitality businesses the reporting and support of a full-time CFO for a fraction of the cost — and we build it to stay fixed after we leave. We were founded on a simple belief: every organization deserves the clarity for their decisions from a great CFO. Our senior team has led finance inside the same organizations our clients run — private clubs, golf resorts, hotel and restaurant groups. That means our advice speaks the client's language on day one. We work as part of the client's team, not as an outside vendor with a clipboard. Our core promise is plain: we clean it up, we document it into your club's own playbook, and the next finance person you hire actually stays. We are GM-first — we make the general manager's life easier and the controller's job clearer, and we hand back a written system the organization owns. Our work is grounded in the frameworks club leaders trust: CMAA, HFTP, FLCMAA, Club Benchmarking, and the Uniform System of Financial Reporting for Clubs (USFRC). We are also a modern, highly systematized firm. We run a technology-forward practice with some new technology for the industry — ClubFinance.org (our CF.O Controller and CFO hubs) and ClubOperations.org (our CO.O GM and board decision portal) — plus a deep internal library of SOPs, templates, and decision rules. Clients often tell us our reporting and tools are years ahead of the field. We are growing, and we are building Visions Alliance into a durable, transferable operating company. The Opportunity We are hiring a Chief Operating Officer who also brings a private-club CFO background. This is our most important hire to date. Today, the Managing Principal and Founding Partner still carry much of the day-to-day client delivery while also driving sales and growth. That is the bottleneck this role removes. We need a seasoned hospitality finance leader who can (1) step in as lead CFO on a portfolio of engagements and (2) run the company behind the scenes — delivery, quality, capacity, people, systems, and firm KPIs. Over time, this evolves into a true player-coach role: roughly half your time serving clients as their fractional CFO, and half running the firm. Over time, as we add CFOs, controllers, and associates, you will hand off the client portfolio and step fully into the COO seat. If you have run a hospitality finance office, sat in front of boards and finance committees, and always wanted to build the operating engine of a growing firm — not just close another month — this is that role. How the Role Evolves: 50/50 → 100% Internal Phase 1 — Player-Coach (≈ Months 1–12): ~50% client / ~50% internal. You carry a portfolio of fractional CFO engagements as lead CFO while standing up and owning the firm's internal operating system. You are billable, and you are building. Phase 2 — Shift (triggered, not dated): ~30% client / ~70% internal. As we hire and prove additional CFO/controller capacity, you transition your engagements to other team members and shift toward oversight, quality, and growth. Suggested Milestone: the firm sustains a defined recurring-revenue run rate; at least two additional client-facing CFOs/controllers are onboarded and delivering to standard; your client portfolio can be reassigned without retention risk. Phase 3 — Full COO (triggered): ~0–15% client / ~85–100% internal. You are running the company. Any remaining client contact is escalation, key relationships, or quality assurance — not primary delivery. Suggested Milestone: delivery-team depth sufficient to cover all engagements at target quality; firm headcount and client count past the point where a billable COO is the best use of the seat; internal KPIs (margin, utilization, retention) consistently at or above target. We will write the specific milestones into your plan together and review them quarterly. Key Responsibilities: Client Leadership (≈ 50% in Year 1) Serve as lead fractional CFO for a portfolio of private club and hospitality clients, owning the CFO relationship with GMs, boards, and finance committees. Oversee month-end close to firm standard: close by the 7th business day, balance sheet reconciled before the end of the following month, report and executive summary delivered by the 15th. Own bank and balance sheet reconciliations, monthly executive summaries / CFO narratives for boards, and annual operating and capital budgets. Present at board and finance committee meetings and board retreats; bring calm, credible executive presence to the room. Lead capital reserve studies and strategic capital plans (distinguishing obligatory vs. aspirational capital), capital reserve dashboards, dues modeling, and competitive-set analysis. Run "The Reset" engagements: paid diagnostic, 6–12 month finance-function rebuild, fixed fee, written exit criteria, and a bound operations manual the client keeps. Provide interim controller/CFO coverage and onsite oversight visits with after-action reports. Oversee ERP and system conversions (Jonas, Clubessential, Northstar) and payroll platforms (Paylocity, Paychex, ADP); drive audit readiness, 501(c)(7) and club tax awareness, cash management (positive pay, approval tiers, float), and F&B financial oversight with daily labor tracking. Company Operations (≈ 50% in Year 1, growing over time) Delivery operations & quality: Own the Client Playbook and the firm's Tiered Review Policy, Client Monthly Service Map, Deliverable Production Kit, and Client Data Intake Standard. Make sure every client gets consistent, on-time, high-quality work. Capacity & staffing: Plan capacity and staff CFOs, controllers, and associates against the client book; deploy onsite interim controllers where needed; manage independent-contractor associates under the firm's IC agreement framework. Onboarding: Run the new-client onboarding checklist — system access, 13 months of trial balance, 12 months of budget, full accounting checklist — so every engagement starts clean. People & team development: Lead, coach, and develop the delivery team; run the Weekly Ops Huddle and the firm's Decision Rules. Billing, time capture & firm finance: Stand up real billable-time tracking and capture (today reconstructed from calendar and email), select and implement practice-management software (Financial Cents / Keeper under evaluation), oversee the firm's own accounting (Wave → Xero migration under review), and own firm financials and KPIs — utilization, realization, effective rate, margin, retention. Systems & vendors: Own the Microsoft 365 / SharePoint environment, HubSpot CRM/booking, and endpoint security (Huntress). Operationalize our proprietary IP — the CF.O and CO.O portals (built in Lovable, maintained via GitHub / Claude Code) — and lead an AI-enabled, deeply systematized practice. Client satisfaction & retention: Own the health of the client base — satisfaction, renewals, and the quality bar that protects our reputation. Growth coordination: Coordinate with (not necessarily own) the growth engine — outbound vendors, paid ads, LinkedIn and Insights content, trade shows, and the "Financially Fit Workout Plan" lead magnet. What Success Looks Like By 90 days You are lead CFO on your assigned engagements, and clients trust you. You know the firm's numbers cold: client book, capacity, utilization, margin, and where time is leaking. You have taken ownership of the Client Playbook and internal operating framework and identified the two or three highest-value fixes. By 6 months Delivery runs to standard across the book — close deadlines, board packages, and executive summaries land on time without the founders in the critical path. A real billable-time capture system and practice-management platform are selected and live. Onboarding is repeatable and documented (enhancing current processes); new clients start clean. You are the operational owner the team escalates to or bounces ideas off of. By 12 months The founders are meaningfully out of day-to-day delivery, able to focus more on the upward trajectory of the organization; to sell and grow. Firm KPIs — utilization, realization, effective rate, margin, retention — are tracked and trending to target. At least the first phase of the client-to-team handoff is underway, and the Phase 2 triggers are in sight or met. Visions Alliance can take on more clients without a drop in quality — because the system, not any one person, carries the work. Qualifications: Required Prior CFO, Director of Finance, or Controller experience at private clubs (country, golf, yacht, or city clubs). Fluency in club accounting: USFRC, member billing and AR, initiation fees and capital, 501(c)(7), and board/finance-committee governance. Hands-on experience with club ERP systems (Jonas, Clubessential, and/or Northstar). Demonstrated operational leadership — building processes, managing people, and running a P&L or finance function. Executive presence with general managers and boards; a clear, calm communicator who can make the numbers mean something. Comfort in a remote-first, AI or technology-enabled, systems-driven firm. Willingness to travel to client sites and board meetings (primarily FL). Preferred Credentials such as CPA, CMA, CHAE, CHTP, CCM, or MBA. Florida or Southeast base. Experience across multiple clubs or a management-company/multi-unit hospitality environment. Experience standing up systems, practice-management tools, or an outsourced/fractional delivery model. Familiarity with adjacent verticals we are exploring (senior living, HOAs) — a plus, not a requirement. Compensation & Growth Path This is a leadership role upward through the COO track, and we will structure compensation to match. We are open to a blended compensation structure with a defined growth path especially after the transition from fractional CFO to COO proves successful. Additionally, this position would start as a 1099 but we are in mid-transition to a PEO that would provide the adjustment to W2 in the near future. How to Apply Send a short note telling us (1) the clubs or hospitality organizations where you led finance, (2) one finance function you personally rebuilt or turned around, and (3) why the operator/COO side of this role appeals to you — along with your resume — to info@visionsalliance.net ; or apply simply here. We read every one. If it is a fit, the first conversation is a candid discussion of the role, the firm, and where we are headed together. Pay: $75.00 - $85.00 per hour Expected hours: 40.0 per week Work Location: Remote
Наблюдалась 2026-09-25, впервые 2026-09-20, источник — Indeed.