Executive search
Get the right person for First CFO hire: get an executive in the seat.
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: Engaging your first financial executive involves separating the routine maintenance of bookkeeping from the strategic necessity of high level financial guidance. A growing business frequently reaches a tipping point where internal records become too complex for a bookkeeper yet the scale does not justify a full time executive salary.
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
What should the brief say about Real engagement work for early financial leadership?
Engaging your first financial executive involves separating the routine maintenance of bookkeeping from the strategic necessity of high level financial guidance. A growing business frequently reaches a tipping point where internal records become too complex for a bookkeeper yet the scale does not justify a full time executive salary.
Engaging your first financial executive involves separating the routine maintenance of bookkeeping from the strategic necessity of high level financial guidance. A growing business frequently reaches a tipping point where internal records become too complex for a bookkeeper yet the scale does not justify a full time executive salary. We work with you to map the specific decision making requirements that currently exist within your operations rather than simply hiring for a title. This includes identifying if you need a builder to construct your initial budgeting and forecasting models or a stabilizer to refine existing reporting packages. Defining these expectations ensures that you match the actual financial needs of the company with the professional skills of a specific interim executive. Such clarity prevents the common pitfall of hiring an overqualified or misaligned leader who cannot execute on the foundational tasks required by your current stage of growth.
What should the brief say about Fit beyond the job title?
Evaluating a first CFO requires looking past generic experience to confirm that the individual understands the nuances of your business model and your current stage of growth. We analyze the specific constraints of your industry to ensure the candidate has managed comparable cash flow cycles and capital structures.
Evaluating a first CFO requires looking past generic experience to confirm that the individual understands the nuances of your business model and your current stage of growth. We analyze the specific constraints of your industry to ensure the candidate has managed comparable cash flow cycles and capital structures. A fit for this role depends on the ability to collaborate with owners during a transition phase where business information may be fragmented or incomplete. We scrutinize whether a candidate prefers to implement automated internal systems or if they have the patience to provide manual mentorship to junior staff. True fit is found when the operational reality of your firm aligns with the specific expertise the consultant brings to the table. We evaluate their history in handling similar company sizes, focusing on those who have worked directly with owners to translate raw accounting data into meaningful fiscal policy.
What should the brief say about Practical priorities for the first ninety days?
The first ninety days of a CFO engagement should focus on stabilizing your financial visibility before attempting structural changes. In the first thirty days the primary objective is performing a comprehensive audit of current ledger accuracy and accounting workflows to identify any immediate risks or gaps.
The first ninety days of a CFO engagement should focus on stabilizing your financial visibility before attempting structural changes. In the first thirty days the primary objective is performing a comprehensive audit of current ledger accuracy and accounting workflows to identify any immediate risks or gaps. During the subsequent thirty days the executive often develops a reporting package that provides owners with actionable data regarding profitability and cash runways. By the final thirty days the focus shifts toward integrating financial insights into your broader strategic planning and setting the tone for future fiscal governance. These stages remain flexible and subject to the unique scope you agree upon, ensuring the consultant addresses your most pressing concerns early in their tenure. We look for individuals who can produce immediate wins in areas like cash reconciliation or vendor negotiation, proving their value through tangible improvements in your bottom line data.
What should the brief say about Evaluating specialty expertise?
We evaluate potential candidates by examining their history of handling the specific pain points that lead a company to seek its first CFO. You should look for evidence of how they have previously bridged the divide between operational accounting and strategic planning.
We evaluate potential candidates by examining their history of handling the specific pain points that lead a company to seek its first CFO. You should look for evidence of how they have previously bridged the divide between operational accounting and strategic planning. We focus on whether a candidate can demonstrate clear experience in managing the transition from reactive bookkeeping to proactive financial leadership. When you interview them, ask how they verify the integrity of the data they receive from existing staff and what specific steps they take to improve reporting cadence. We prioritize candidates who have successfully managed similar growth phases, ensuring they understand both the technical requirements and the soft skills necessary for guiding an owner through change. Their ability to explain complex financial outcomes in simple language is essential for your decision making process.
What should the brief say about Identifying red flags?
Identifying red flags in the selection process requires vigilance regarding the candidate's approach to complexity and their style of collaboration. Be cautious of any executive who immediately promises to replace your entire financial stack without first understanding the history of your specific company challenges.
Identifying red flags in the selection process requires vigilance regarding the candidate's approach to complexity and their style of collaboration. Be cautious of any executive who immediately promises to replace your entire financial stack without first understanding the history of your specific company challenges. Another potential indicator of a mismatch is a candidate who focuses exclusively on high level strategy while neglecting the reality of your current bookkeeping limitations. It is problematic if a consultant cannot clearly explain how they intend to provide value during the early months of the engagement. We encourage you to seek transparency regarding their past performance and ensure they possess the patience required to support a growing business without overextending your resources. Avoid those who use vague jargon to mask a lack of technical knowledge or those who insist on immediate, high-cost software implementations before stabilizing basic ledger functions.
What should the brief say about handling interim and permanent search?
We provide a dual approach that helps you address immediate operational needs while we concurrently search for a long term hire if required. You might engage an interim expert to stabilize your finances and refine your reporting while we separately define the mandate for a permanent CFO.
We provide a dual approach that helps you address immediate operational needs while we concurrently search for a long term hire if required. You might engage an interim expert to stabilize your finances and refine your reporting while we separately define the mandate for a permanent CFO. This structure prevents you from rushing a permanent hire because of urgent operational pressure. You are under no obligation to combine these tasks, as we treat the interim scope and the permanent search as two distinct processes. This strategy gives you the time to observe the business requirements under expert guidance, allowing for a more informed and precise permanent search that reflects the actual needs of your enterprise moving forward. By separating these two tracks, you avoid the cost of a failed long-term hire and ensure that any future permanent executive is chosen based on a refined understanding of the position.
What we cover
- Define the first CFO scope
- Fractional start
- Controller and bookkeeper review
- Permanent search
- Reporting package
- Owner transition
Related
Questions
Do we need a CFO or a controller?
A controller manages accounting and reporting accuracy. A CFO provides strategic financial leadership and planning.
Can fractional support precede a permanent hire?
Yes, fractional support addresses immediate operational needs. It provides you time to evaluate the exact requirements for a permanent position.
What should the first CFO own?
Define the role by specific needs like forecasting and cash management. Avoid assuming a title covers all your operational gaps.
Can an interim help define the permanent position?
An interim executive can assess current systems and processes. Their insight helps clarify the mandate needed for a permanent hire.
What if the accounts need repair first?
Scope the accounting stabilization as a priority before starting strategy work. This ensures your financial foundation supports accurate reporting.
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.
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.