With an Interim CFO you benefit from having ‘no past and no future with your organisation’.
6-months ago following a restructure, I engaged an Interim CFO and Company Secretary on a 12-month assignment.
The professional concerned is an ex-partner from a Big-4 firm, now pursuing a portfolio career including board appointments and a small number of consulting engagements.
The nature of the brief covered four main areas:
Mentor and develop the Group Financial Controller.
Provide insight and guidance on team composition.
Financial guidance to the CEO.
Company Secretarial responsibilities including external reporting and board liaison.
Drawing on a diverse background including client advisory, and also corporate experience, the CFO has been a valuable resource bringing independence as well as a hands-on attitude.
The mentoring aspect has been particularly valuable, alongside handling the company secretarial duties meaning that the Group Controller has been able to focus on core finance, planning/forecasting, and business partnering duties.
I have utilised interims in the past, and would not hesitate to bring them on in the future for key C-level projects.