An outsourced CFO is an experienced professional, brought in on a part-time basis or for a defined period, to support management during a time of transformation, acquisition, rapid growth, or internal transition.
“They come in with a fresh perspective, the ability to structure finances, implement sustainable tools, and most importantly, support the CEO in key decisions,” Brigitte explains.
Unlike a chief accountant or controller, the CFO sits on the executive team. “While the controller focuses on accounting and controls, the CFO anticipates risks and contributes to the company’s overall strategy. It’s truly a leadership role.”
Brigitte recalls a recent mandate with a non-profit organization that had just brought in a new president. “He needed advice quickly. It wasn’t a full restructuring, but we had to clarify the foundations, build a solid budget, and ensure sound financial decisions from the start.”
Forvis Mazars assigned a CFO familiar with the NPO sector. The mandate was clear: establish a realistic budget, identify risks, and provide practical tools for the future. “It was a short, but structuring engagement. The organization will move forward on stronger footing without needing a full-time hire.”
An outsourced CFO is far more than a technician. They act as a co-pilot for the CEO, able to translate ambitions into concrete projections and set the right guardrails.
“Often, the president is the visionary. The CFO helps rationalize that vision. They put numbers to ideas, structure the steps, and secure the path.”
They also handle financing packages, budgets, and growth plans—and aren’t afraid to challenge overly optimistic scenarios. “A CFO is there to support, but also to protect the business. We have a duty of prudence.”
Startups face a paradox: they need financial expertise but often can’t afford a full-time CFO. The outsourced model gives them access to high-level skills without increasing payroll.
“For a young company, an external CFO can structure the finance function, attract investment, and build forecasts without requiring a long-term commitment. Once things stabilize, they can think about hiring in-house.”
According to Brigitte, the impact of an outsourced CFO is often most striking in young companies. They can prepare for a first fundraising round, create initial dashboards, or adjust a business model to make it viable long-term.
Mandates are often one-off or semi-recurring. They can last a few weeks or several months, depending on whether it’s an acquisition, strategic planning, turnaround, or complex budget process.
“Even the best CFO can’t move forward if the mandate is unclear or key people aren’t available. It’s essential to frame the mission properly from the start.”
At Forvis Mazars, these mandates are offered to companies that aren’t audit clients, in line with independence rules. The firm then matches the right professional to the sector and the organization’s specific challenges.
For an outsourced CFO to integrate into an SME or startup, communication and trust are essential.
“It has to click. Otherwise, it won’t work. Even on a temporary basis, the relationship needs to be smooth.”
Brigitte also highlights the CEO’s role: “They must explain to the team why the CFO is there and be transparent. If things are hidden, the impact of the mandate will be much less.”
In closing, Brigitte shares this message for leaders of transforming businesses: “Leaders are often proud. They hesitate to ask for help, and that’s understandable. But it’s better to reach out when the elastic is starting to stretch—or before it snaps. A CFO isn’t there to change everything. They’re there to support, structure, and shed light. Keep an open mind, accept being challenged. That’s how you move forward.”
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