Frequently Asked Questions

What makes FW Consulting different from a typical CFO service?

FW Consulting is not a typical fractional CFO service focused on reporting or financial oversight alone.

 

I step in as the Contract CFO and or COO, with defined authority and accountability, without occupying a full-time executive seat. The work is embedded and focused on establishing control, visibility, and disciplined execution as complexity increases.

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I also bring prior experience operating a commercial general contracting business. That background matters. I understand how plans are read, how work is priced, how projects actually run, how subcontractors are procured and managed, and where financial and operational risk shows up in the field. That perspective informs how decisions are framed and executed.

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Do you work with residential contractors, subcontractors, or specialty trades?

No. I work exclusively with commercial general contractors.

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Subcontractors and specialty trades are intentionally referred to trusted CFO partners who specialize in those business models.

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What size companies do you typically work with?

Most ongoing Contract CFO / COO engagements are with commercial general contractors operating between $20M and $100M+ in annual revenue.

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In select cases, I support firms slightly below this range when complexity, execution risk, or growth pressure is unusually high. Fit matters more than size.

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Can you help us develop a business plan as we scale?

Yes - In addition to ongoing Contract CFO / COO engagements, I support scoped planning projects focused on growth, structure, and risk as companies move through meaningful inflection points.

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This work typically includes:

• Capacity and staffing modeling

• Margin and cash implications of growth

• Organizational structure and role design

• Risk identification tied to project execution and subcontractor performance
   

I do not provide business development consulting or pursuit execution. That work is intentionally referred to trusted business development consultants.
 

These engagements are clearly scoped and distinct from ongoing CFO / COO involvement.
 

Do you get involved in subcontractor management systems or controls?

Yes, at the control and structure level.

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This includes improving subcontractor procurement discipline, bid coverage, scope clarity, contract controls, pay application processes, and accountability mechanisms. The focus is on reducing risk, improving execution reliability, and protecting margin without adding unnecessary process.

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This is not day-to-day subcontract administration. It is about ensuring the system works.

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Do you get involved in project management structure or systems?

Yes, at the control and structure level.

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This includes clarifying project management responsibilities, improving reporting discipline, and aligning systems with how the business actually executes work. The focus is on visibility, accountability, and consistency, not running projects.

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Do you recommend or implement specific software?

Technology is addressed and recommended only when it supports financial and operational control.

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I work with existing systems first and focus on improving how they are used before recommending changes. Software decisions are treated as operating decisions, not standalone initiatives.

 

When the right move is to bring in new software, I can assist with selection & recommendation based on industry best options. I can assist with rollout strategy & planning but I do not directly implement or execute the actual rollout. I can recommend and/or refer you to trusted partners for this.

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How much time are you typically involved?

Time commitment varies based on decision load, risk, and complexity.

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Some periods require deeper involvement around pricing, cash, staffing, or execution issues. Other periods are lighter once systems are functioning as intended. The engagement is not defined by hours or meeting cadence, but by responsibility and accountability.

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What kind of results do clients typically see?

Clients typically experience clearer financial reality, tighter project and subcontractor controls, improved cash predictability, and reduced owner decision load.

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The primary outcome is improved gross and net margins, stronger control, and better decision quality as the business scales.

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Can you help clean up our books?

I do not provide bookkeeping or controller services.

I work alongside internal teams or external providers to ensure financial information supports executive-level decisions.

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How do I get started?

The first step is an Initial Assessment to establish financial and operational reality and determine whether a Contract CFO / COO engagement or a scoped project makes sense.