Fractional CFO in Greece
Senior finance leadership, sized to the decisions ahead.
An experienced CFO in your management rhythm without a full-time executive hire. We build financial visibility, challenge assumptions and stay close to the moments when cash, hiring, pricing, fundraising and board expectations collide.
Who it is for
For the stage between “we have an accountant” and “we need a full-time CFO.”
The service fits businesses where the questions have become forward-looking but finance is still mostly reporting the past. Engagement intensity flexes with the operating cycle and specific events.
Cash decisions feel reactive
There is no rolling short-term cash view or clear link between hiring, collections, tax dates and runway.
The budget is not an operating tool
Plans are updated once a year, ownership is unclear and actual performance is not explained against assumptions.
Stakeholders ask different versions of the numbers
Founders, investors, banks and department leads receive inconsistent KPIs, forecasts or explanations.
A high-stakes event is approaching
A fundraise, acquisition, expansion, debt process, restructuring or major pricing decision needs senior financial preparation.
Scope
Financial leadership with explicit boundaries.
The mandate is prioritised around the decisions and reporting rhythm that matter most. It can sit above our accounting, tax and payroll services or coordinate effectively with your existing providers.
Included in the agreed recurring mandate
Cash and runway management
Rolling 13-week cash forecast, scenario ranges, collection and payment priorities, and early escalation of liquidity pressure.
Budgeting and forecasting
Driver-based annual plan, rolling forecast and decision scenarios linked to accountable operating assumptions.
Management and board reporting
A concise reporting pack with relevant KPIs, variance commentary, cash outlook and decisions required.
Performance and unit economics
Analysis of revenue, gross margin, cost base, working capital and business-specific economics that management can act on.
Fundraising and financing support
Financial model, investor reporting, data-room readiness and support in finance-related diligence questions.
Management decision support
Structured financial challenge on pricing, hiring, investment, expansion, contracts and resource allocation.
Deliverables
A management cadence, not a collection of spreadsheets.
Deliverables are designed around the company’s decision cycle. The frequency below is typical and is adjusted for board dates, liquidity and stage.
| Cadence | Deliverable | |
|---|---|---|
| First 30 days | Financial baseline and priorities | Data-quality view, immediate risks, cash baseline, reporting map and a sequenced 90-day finance agenda. |
| Weekly | Cash and action view | 13-week cash forecast, key movements, collections or payments at risk and named actions. |
| Monthly | Management reporting pack | Actuals, KPIs, variance narrative, forecast update and decisions requiring leadership attention. |
| Quarterly or board cycle | Board-ready finance narrative | Performance, cash, outlook, risks and a consistent bridge from operating drivers to the financial plan. |
| Annual and rolling | Budget and forecast model | Owned assumptions, scenarios and an update process that keeps the plan usable after approval. |
Working process
Embedded in the decisions, independent in judgement.
We work inside the management calendar while preserving the constructive challenge expected from a finance leader.
- 01
Diagnose
Review cash, accounts, reporting, commercial drivers, stakeholder commitments and the decisions already on the calendar.
- 02
Build the baseline
Create the cash view, KPI definitions, forecast structure and reporting pack needed for one reliable version of performance.
- 03
Join the rhythm
Participate in agreed management, board, investor or financing meetings and convert discussion into owned financial actions.
- 04
Update and challenge
Refresh forecasts, explain variance, test new decisions and improve the finance function as complexity changes.
Greek context
How the CFO layer connects to Greek compliance.
Fractional CFO work does not replace statutory accounting and tax obligations. It uses those records as a controlled base and makes their implications visible to management.
Where we do not provide the underlying accounting, tax or payroll service, we agree a data calendar with the existing providers and make material limitations visible in management reporting.
Accounting ledger and Greek Accounting Standards outputs
Closed actuals and balance-sheet reconciliations anchor the management view and prevent the forecast from drifting away from the statutory record.
AADE and myDATA information
Tax and transmission data is used as a reconciliation and cash-planning input; responsibility for filings remains with the named tax owner.
Official AADE myDATA informationPayroll, ERGANI II and e-EFKA outputs
Approved headcount cost, liabilities and hiring timing flow into forecasts and management reporting without turning the CFO mandate into payroll processing.
Banking, ERP and operating systems
Bank balances, accounting actuals, CRM, billing and other operating drivers are connected at the level needed for cash, KPI and scenario reporting.
Board, investor and lender requirements
Reporting is mapped to stakeholder covenants and agreed definitions while preserving one internally controlled version of the numbers.
FAQs
Before we begin.
- How is a fractional CFO different from an accountant?
- Accounting records and closes what happened. A fractional CFO uses reliable actuals to manage cash, forecast what may happen, challenge decisions and communicate the financial story. The roles are complementary and should have a defined monthly handoff.
- How much time will the CFO spend with us?
- The cadence follows the mandate, complexity and decision calendar rather than a generic day package. We agree recurring meetings, deliverables and access expectations up front, then revisit intensity around fundraising, board cycles or periods of change.
- Can you join board, investor or lender meetings?
- Yes, when included in the mandate. We prepare the numbers and narrative beforehand, participate in agreed meetings and capture follow-up actions. The company’s directors and management retain decision-making responsibility.
- How quickly will we get a useful cash view?
- A first 13-week view can often be built early in the engagement, but reliability depends on bank data, receivables, payables, payroll, taxes and management’s planned commitments. We label assumptions and improve accuracy through weekly updates.
- Can you help us raise investment?
- We can build the model, prepare finance materials, organise the data room and support diligence and investor reporting. We do not act as a regulated placement agent and cannot guarantee capital or investor interest.
Book a fractional CFO consultation
What decision needs a CFO at the table?
Tell us the next decision, the reporting you trust today and the time pressure around it. We will identify the first piece of financial visibility to build and the cadence needed after that.