Role search
Get a FP&A consultant who can own prospective financial planning. Also called Financial Planning and Analysis consultant
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: Your forecast has detail but the operating team cannot explain what changes it.
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
- FP&A consultant
- Financial Planning and Analysis consultant
The judgment call
What this hire really comes down to
The primary value of an FP&A consultant at the executive level is their ability to shift a business from retrospective accounting to prospective financial planning. You need a professional who understands that a model is only as useful as the specific operational inputs that inform it. They define the metrics that govern your business, ensuring that every forecast reflects tangible activity, such as unit sales, headcount growth, or raw material price changes rather than simple percentage increases applied to historical trends.
The second judgment involves their technical execution within your specific software environment. A consultant must move past Excel to manage complex hierarchies in tools like Anaplan or Adaptive. They solve the problem of fragmented data by building a single source of truth for your leadership team. When they produce a variance report, they do not just show the gap between plan and actual, they identify the specific business decision or external factor that caused the deviation and propose the next course of action.
What should the brief settle before we search?
Your forecast has detail but the operating team cannot explain what changes it. An FP&A consultant should identify the drivers that managers can act on, not simply produce another reporting pack. Ask them to trace a revenue assumption through staffing, working capital and cash. Check whether an apparent margin improvement comes from mix, volume or an accounting classification. Decide who will refresh the model after the project. A model that only its author can update leaves the same forecasting problem behind.
What we check
What we check before you see anyone
- We verify their direct experience with driver-based modeling by examining actual file architecture they have developed. We look for models that use input assumptions to drive output statements, confirming they understand how to balance a full financial statement stack from top-line revenue down to net cash flow.
- We confirm their proficiency in your specific planning software. An expert in one module is not always an expert in another. We test their ability to manage security roles, version control, and data integrations, ensuring they have the technical rigor to maintain your systems without breaking existing structures.
- We audit their history of board-level reporting. We look for examples where they transformed raw data into a narrative that satisfied investors or lenders. We verify that their outputs were used to support specific capital allocation decisions rather than serving as passive informational decks.
- We conduct a deep check on their communication with non-financial department heads. We look for evidence that they have coached operational leads to provide better, more accurate forecast inputs. We check their track record of documenting model logic so that your permanent staff can manage the environment once the consultant leaves.
Sourcing
Where we find them
We source consultants from independent practitioners who specialize in full-cycle financial systems implementation and model architecture. These professionals have spent years building infrastructure across different sectors, giving them a library of best practices to draw from immediately. They operate best when given a clear mandate to organize chaotic data and standardize reporting metrics for a specific executive objective.
We also recruit from senior finance managers who prefer the project-based focus of consulting over permanent employment. These individuals move because they want to focus on high-impact build cycles rather than ongoing administrative maintenance. They are attracted to your role if it presents a clear technical challenge, such as migrating a legacy system or standardizing global planning, as it provides them with the professional autonomy to build the right architecture the first time.
Where searches go wrong
Mistakes we see
- Hiring a consultant who relies entirely on manual spreadsheets instead of your enterprise software. This leads to broken links, manual errors, and a total loss of visibility as soon as the consultant stops touching the files.
- Confusing a technical developer who builds a model with a finance professional who understands what the output actually means for your margins. You need someone who can audit the logic behind the formulas.
- Overlooking the need for documentation. Many consultants deliver a functional system but fail to explain how it works to your existing team, leaving you dependent on their return for every minor tweak.
The search
How the FP&A consultant search runs
- First, we isolate the specific technical environment and modeling requirements. We map your current software stack and existing reporting gaps to identify a consultant who has lived through similar system implementations or model refactors.
- Second, we review the candidate's output. We focus on their past variance analysis decks and model schematics. We look for clarity in how they isolate and communicate drivers, ignoring vanity metrics that do not help an executive make a decision.
- Third, we align their availability with your cycle. We confirm they are prepared for the immediate intensity of your budget or reporting season. We ensure they have a clear transition plan to hand off the model to your internal finance team upon completion.
Questions
What is the difference between an FP&A consultant and a controller?
A controller manages historical data integrity and regulatory compliance. An FP&A consultant focuses on the future by building models to project performance and support strategic decision-making.
Can an FP&A consultant manage our internal team?
They operate as an extension of your leadership. While they can coach your team on modeling best practices, their primary focus is delivering the specific planning infrastructure you requested.
What should we discuss before requesting FP&A consultant candidates?
An FP&A consultant should identify the drivers that managers can act on, not simply produce another reporting pack. Ask them to trace a revenue assumption through staffing, working capital and cash.
Do I pay for the consultant's training on our software?
No upfront fee. You pay only if you hire. We vet for existing expertise in your specific software so the consultant hits the ground running without needing a learning curve.
How do I ensure the model stays useful after they finish?
We confirm their commitment to documentation and training. A good consultant ensures your internal team understands the input logic and can update the system independently.
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.
FP&A consultant by industry and related roles
Need the team under this role?
All industries
- Private Equity & Portfolio Companies
- Construction & Engineering
- Real Estate & Development
- Healthcare Services & Providers
- Life Sciences
- Manufacturing & Industrial
- Distribution, Logistics & Supply Chain
- Technology, SaaS & Software
- Consumer, Retail & E-commerce
- Financial Services & Fintech
- Energy, Utilities & Infrastructure
- Professional & Business Services
- Government Contractors
- Nonprofit, Foundations & Associations
- Education
- Family-Owned & Owner-Led Businesses
- Venture-Backed & High-Growth Companies
More Finance & Accounting roles
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.
Send us the seat. We will take it from there.
No upfront fee. You pay only if you engage someone we present.