Executive search
Get the right person for Capital Raise & Refinancing.
No postings. No stacks of resumes. No chasing. You choose from a short list of people who have done this before.
No upfront fee. You pay only if you engage someone we present.
Interim Headhunters starts with the work behind this request: Fundraising necessitates an executive who bridges the gap between capital requirements and the practical operational constraints of a business. Our consultants translate a high-level narrative into a rigorous investor model that directly connects historical financial results with future performance assumptions.
This is what we do all day: place interim executives, interim managers and contract professionals.
Need someone now? Call 305-306-4829.
- No upfront fee
- 2 to 3 vetted consultants per assignment
- Matched to your industry
- You choose
- Interim plus permanent search
Real engagement work
Fundraising necessitates an executive who bridges the gap between capital requirements and the practical operational constraints of a business. Our consultants translate a high-level narrative into a rigorous investor model that directly connects historical financial results with future performance assumptions. This work requires meticulous attention to cleaning the cap table to ensure accuracy while organizing the data room to provide clear, immediate responses to investor diligence inquiries. An effective executive ensures the business continues to function while these materials are produced. They achieve this by stress testing the forecast and verifying that the stated use of funds plan aligns with existing strategic goals. By concentrating on these concrete financial and operational outputs, the consultant prepares management to explain their story to potential investors with complete clarity and confidence, ensuring every figure is grounded in operational truth.
Fit beyond job title
Determining the right fit for a fundraising engagement depends on whether the consultant has previously built financial models that survive rigorous investor scrutiny rather than merely holding a specific title on a resume. We look for evidence of experience in managing the precise operational dependencies that impact a funding round, such as cash runway projections or resource deployment strategies. A consultant needs the ability to harmonize complex investor financial models with internal operating drivers so that the numbers presented remain consistent throughout the pitch. Because fundraising functions as a highly technical process, we prioritize those who have successfully balanced external investor expectations with the practical internal needs of a firm currently undergoing a period of rapid growth. This focus ensures that the executive provides actual value rather than just managing optics or surface-level communications during your transition.
Practical first 90 days
During the first thirty days, the consultant focuses on stabilizing financial data and assessing existing model integrity against historical performance. They will prioritize closing gaps in the data room and reconciling past financial statements to ensure that potential investors review accurate figures. Days thirty to sixty involve refining the pitch and aligning the use of funds plan with actual operating capacity. By the final thirty days, the executive focuses on facilitating smooth diligence responses and coaching leadership on the key assumptions behind the investment story. While these stages serve as an illustrative priority, the consultant ensures the business remains operational while concurrently managing the intense pressures of an active capital raise. This systematic approach allows leadership to remain focused on daily growth while the consultant handles the complexities of the financial preparation process.
How we evaluate this particular specialty
We evaluate fundraising specialists by reviewing their prior experience with specific documentation workflows, such as cap table management and the construction of detailed operating drivers. We look for evidence of how they have previously handled investor technical inquiries and supported management during the diligence process. Our evaluation includes assessing whether a consultant can explain the dependencies behind a use of funds plan or if they possess the skill to maintain model definitions throughout complex negotiations. Since the consultant must explain these systems to stakeholders, we prioritize those who demonstrate a clear understanding of the regulatory boundaries between executive support and the specific tasks reserved for legal or tax counsel. This rigorous screening ensures that the person you engage has the technical capability to manage the heavy workload associated with institutional financing or refinancing.
Red flags
Investors often view a lack of consistency between financial models and historical results as a major risk during due diligence. A significant red flag appears when a consultant struggles to clearly explain how proposed capital will be deployed or if they cannot reconcile forecasts with actual business drivers. Other warning signs include an over reliance on generic pitch decks that lack underlying data support or an inability to manage the cap table correctly. If an executive suggests that fundraising is merely a communication exercise rather than a process of operational preparation, it indicates a failure to understand the fundamental mechanics required to secure funding in a competitive environment. We actively screen for these behaviors to ensure that the consultants presented to you have the discipline and technical precision required to move your capital raise forward.
Agreeing scope and handover
We ensure success by explicitly agreeing on the scope of the engagement, including specific deliverables like model definitions, reconciliation of historical data, and the structure of the data room. There are no upfront fees, as you only pay once you choose and engage a consultant, and you pay for a permanent hire only after a successful recruitment. During the final phase, the consultant ensures a clean handover by documenting open diligence questions, final model assumptions, and the ownership of commitments made to investors. This process provides a clear path for the company to move forward with accurate financial information even after the consultant completes the immediate fundraising scope of work. We verify that all deliverables are met before moving to the next stage of your operational cycle.
Roles we fill for Get the right person for Capital Raise & Refinancing.
Finance & Accounting
- Interim CFO
- Fractional CFO
- Interim VP Finance
- Interim Finance Director
- Interim Chief Accounting Officer
- Interim Controller
- Fractional Controller
- Interim Plant / Division Controller
- Interim Assistant Controller
- Interim Accounting Manager
- Interim VP of FP&A
- Fractional FP&A Lead
- Interim Treasurer
- Interim Head of Tax
- Interim Director of Internal Audit
- Interim SEC Reporting Director
- Interim Technical Accounting Lead
- SOX Program Lead
- Interim Head of Investor Relations
- Interim Credit & Collections Director
- Interim Project Accounting Manager
- Contract CFO
- CFO consultant
- Fractional Finance Director
- Interim Principal Accounting Officer
- Interim Corporate Controller
- Contract Controller
- Contract Accounting Manager
- Accounting Supervisor
- Interim Director of FP&A
- Interim Head of FP&A
- FP&A consultant
- Interim Head of Treasury
- Interim Treasury Director
- Cash management consultant
- Interim VP Tax
- Interim Tax Director
- Tax consultant
- Interim Chief Audit Executive
- Interim Head of Internal Audit
- Internal audit consultant
- Interim Director of External Reporting
- Interim Financial Reporting Manager
- SEC reporting consultant
- Technical accounting consultant
- ASC 606 consultant
- ASC 842 consultant
- Interim Director of Technical Accounting
- Interim SOX Manager
- SOX compliance consultant
- Internal controls lead
- CFO
- Outsourced CFO
- Exit-Readiness CFO
Executive Leadership & Board
- Interim CEO
- Fractional CEO
- Interim President
- Interim General Manager
- Interim Managing Director
- Interim Division / Business Unit President
- Interim Country Manager
- Interim Deputy CEO
- Interim Chief of Staff
- Fractional Chief of Staff
- Interim Executive Chair
- Independent / Non-Executive Board Director
- Board Advisor
- Interim President & CEO
- CEO consultant
- Fractional President
- Interim Division President
- Interim Business Unit President
- Interim Site GM
- General manager consultant
- Chief of Staff to the CEO
- Strategy & Operations Lead
- Interim President or General Manager
M&A, Integration & Strategy
- Interim Head of Corporate Development
- Interim M&A Director
- Post-Merger Integration Lead
- Carve-Out & Separation Lead
- TSA Manager
- Synergy / Value Capture Lead
- Operational Due Diligence Lead
- Exit Readiness Lead
- Interim Chief Strategy Officer
- Interim VP Corporate Development
- Corporate development consultant
- Interim Integration Director
- IMO Lead
- PMI consultant
- Interim Separation Director
- Divestiture lead
- TSA exit lead
- Interim Head of Strategy
- Fractional Chief Strategy Officer
Related
Questions
How do you verify the financial modeling skills of a candidate?
We evaluate their prior experience with cap table management and the reconciliation of operating drivers to historical data. This confirms they can produce models that withstand the rigors of investor due diligence.
Does the consultant handle the communication with lenders directly?
The consultant acts as an extension of your leadership team to manage data requests and model inquiries. They prepare the necessary documentation to ensure you remain in control of the negotiation process.
Can I use an interim leader while searching for a permanent hire?
Yes, we facilitate both an interim project engagement and a permanent search concurrently. This ensures your capital raise maintains momentum while we identify your long-term leadership hire.
Are your consultants able to provide legal or tax advice during the raise?
No, our consultants focus strictly on operational and financial preparation. They operate within the boundaries of executive support and will defer to your qualified legal or tax counsel.
What happens if the financial model needs updating during the process?
The consultant maintains the model to ensure it remains synchronized with evolving business drivers and investor feedback. They provide documentation of all assumptions so your team understands the impact of any changes.
What replacement terms apply?
We offer a candidate replacement guarantee on standard search agreements. The applicable period and exact terms are set out in the signed client recruiting agreement.
How are recruiting fees agreed?
No upfront fee. You pay only if you engage someone we present. We scope the assignment before quoting; the fee page explains our model.
How soon can we see options?
Availability depends on the assignment and the people who fit it. We qualify interest and commitments rather than promising a shortlist date before the search is scoped.
What if the scope grows?
Discuss new responsibilities before adding them to the engagement. Agree the priorities and record any change to the brief and terms.
Can we extend an engagement?
Discuss what remains unfinished and whether the same responsibility is still needed. Extensions depend on the person's commitments and the agreed engagement terms.
Can the appointment become permanent?
A permanent move can be discussed if both sides want it. Review the future role and the applicable agreement instead of assuming that temporary coverage automatically converts.
How is a confidential search handled?
Tell us what can be disclosed and whom we must not contact. We agree those boundaries before approaching people; do not send sensitive records with an initial brief.
What are the replacement terms?
We offer a candidate replacement guarantee on standard search agreements. The applicable period and exact terms are set out in the signed client recruiting agreement.
What do you not do?
We do not sell job-board reposting as a search or bill hourly for recruiting work. We do not take a retainer unless expressly agreed, and an introduction does not authorize an engagement.
Tell us the seat
No upfront fee. You pay only if you hire. Share the title, the situation and the timing. A person reads it.
The Six-Step Search
What do you get at each step of the search?
We agree what the person must own before contacting anyone. You see how the search is scoped and which backgrounds we pursue. We speak with candidates about the work before presenting them. The Six-Step Search gives you useful written notes and support through interviews, rather than a pile of applications.
- 01
Scope call
We talk through the seat, the business and what has to change.
You get: A one-page role brief you approve before we search.
- 02
Market map
We work out where people who have done this job actually sit.
You get: A short note on the pool and how we plan to reach it.
- 03
Direct outreach
We approach people who are not looking at job boards.
You get: Progress updates so you are never chasing us.
- 04
Screening
We interview every candidate on the work, not the resume.
You get: Written notes on fit, availability and terms for each person.
- 05
Shortlist and interviews
You meet a short list. We handle the scheduling.
You get: Several vetted options and a debrief after each interview.
- 06
Offer and start
You choose. We help settle terms and the start date.
You get: Confirmed terms, a start date and check-ins after day one.
Tell us who you need.
No upfront fee. You pay only if you engage someone we present.