Tuesday 3 November
Month-end numbers review
What we do
- Results checked against the budget
- Variances explained, not just reported
- Issues raised while they are still small
What you get
Management pack for the leadership team
Fractional CXO PartnersFractional CFO · Sydney
C-suite experience, a day or two per week.
We join growing companies as a part-time CFO and strategy lead. We run the numbers, build the plan and get you ready to raise or sell, for a fraction of the cost of a full-time hire.
- How it starts
- A discovery call, then a written proposal
- How a Retainer runs
- One to two days per week, month to month, no long lock-in
- Where
- Sydney-based, working with scale-ups across Australia
Trusted by
Is this you?
Sound familiar?
Tick the ones that ring true for your business.
0of 6
Two or more? That's the gap we fill.
What we do
The whole toolkit, and the hands to use it.
Most scale-ups need several senior skills at once, not one full-time executive. We bring the full set and use whichever the work calls for.
Fractional CFO
The numbers, the forecast and the board pack.
Strategy
Where to focus, and what to stop doing.
Execution
Milestones, owners and follow-through.
Governance
Reporting that shows whether it is working.
Capital raising
Funding-ready, then the right money on the right terms.
M&A
Targets, diligence, valuation and close.
Advisory board
A senior sounding board for founders and directors.
Growth marketing
Marketing leadership through our partner practice.
How fractional works
Your days, or your deadline.
On a Retainer we're in on fixed days, so your team knows when we're in. On a Special Project we work to a scope and a finish date. Pick a view, then a day or a phase.
November 2026
Our days with you
MoTuWeThFrSaSu1246789111314151618202122232527282930
Same days every week. Change them with a month's notice.
A capital raise
Weeks 1 to 8, fixed fee
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Finish line: week 8
An example. Every Special Project is scoped and priced before we start.
Thursday 5 November
Leadership meeting
What we do
- A senior voice at the table
- Decisions pushed to an owner and a date
- Follow-up on last month's actions
What you get
Actions, owners and dates
Tuesday 10 November
Cash and forecast
What we do
- 13-week cash view rolled forward
- Forecast updated for what changed
- Funding headroom checked
What you get
Cash position you can stand behind
Thursday 12 November
Strategy and priorities
What we do
- Progress against the plan
- What to focus on, and what to stop
- Priorities reset where needed
What you get
Plan on a page, kept current
Tuesday 17 November
Board pack
What we do
- Numbers, commentary and decisions needed
- Pre-reads for the directors
- Likely questions answered in the pack
What you get
Board pack, out before the meeting
Thursday 19 November
Capital and lenders
What we do
- Conversations with banks or investors
- Model and materials kept ready
- Terms compared side by side
What you get
A funding pipeline, not a scramble
Tuesday 24 November
Project work
What we do
- Pricing, M&A or a system change
- The analysis done, not delegated
- A recommendation you can act on
What you get
Decision paper
Thursday 26 November
Board meeting
What we do
- In the room with the directors
- Presenting the numbers and the options
- Capturing what was decided
What you get
Board actions, followed through
Week 1
Brief and scope
What we do
- Agree the outcome, the deadline and the scope
- Map the workstreams and who owns what
- Fix the fee in writing
What you get
A signed scope and plan
Weeks 2 to 3
Model and materials
What we do
- Build the financial model
- Draft the investor materials
- Set up the data room
What you get
Model, deck and data room
Weeks 4 to 7
Investor process
What we do
- Run the investor conversations
- Manage due diligence questions
- Compare terms side by side
What you get
Terms on the table
Week 8
Close and hand over
What we do
- Negotiate and close
- Hand over the model and materials
- Brief your team on what comes next
What you get
A closed raise, and the work is yours
Every month
What lands on your desk.
Not advice in a meeting. Written work, built from your own numbers and plans, that your team and board can use.
13-week cash forecast
Runway 19 months
$3.4m
Cash today
Week 1Week 13
Payroll dip in week 9, already covered.
Board pack
September board pack
- Chair and CEO updatep.1
- Dashboardp.2
- Results against budgetp.3
- Margin bridgep.4
- Cash and fundingp.5
- Decisions neededp.6
With the directors before every board meeting.
Plan on a page
Reprice legacy contracts
Sales leadOn track
Close the debt facility
CEOOn track
Hire a finance manager
COOAt risk
Reviewed with the leadership team every month.
Investor update
- Revenue
- $1.84m+6% on budget
- Gross margin
- 41.2%+3.1 points
- Burn
- $198k-6% on plan
Drafted by us, sent by you.
Project plan
Wk 5 of 8
Capital raise
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Brief
Materials
Investors
Close
Owners, dates and what's next, every week.
For illustrative purposes only.
Engagements
Three ways to work together.
Most clients start with Discovery and keep us on to deliver the plan. Some just need one job done properly.
Start here
Discovery
A look across the whole business that ends in a prioritised plan of what to do next, and in what order.
- Numbers and reporting reviewed
- Strategy and priorities tested
- Team, systems and data assessed
- A plan with owners and dates
Then
Retainer
We join your team one to two days per week, typically for around six months, and deliver the plan with you.
- Board and management reporting
- Cash, budgets and forecasting
- Strategy carried through to execution
- Capital, lenders and investors
- A senior voice in leadership meetings
Or
Special Project
One defined piece of work, owned from brief to completion, for a fixed fee agreed up front.
- Capital raise or refinance
- Setting up a fund
- Buying or selling a business
- Due diligence
Build your engagement
Shape your engagement.
Change any underlined words in the letter, add your details and send it.
- 1We read your draft
- 2We talk it through on a call
- 3You get a written proposal
Fractional vs full-time
The same seat, without the full-time cost.
A senior executive is often the right answer. A full-time one, this early, often isn't.
When you need someone five days per week, full-time is the better call, and we'll tell you so.
- What it costs
- Full-time$300k–$500k base salary, plus 12% super, bonus, payroll tax and a recruiter fee
- With usOnly the days you agree, at a fraction of a full-time package
- How soon they start
- Full-timeMonths to recruit, then a notice period
- With usNo recruitment process or notice period
- What they cover
- Full-timeOne role, usually finance
- With usFinance, strategy, capital raising and M&A, in one engagement
- Commitment
- Full-timeA permanent hire
- With usMonth to month, scaled up or down as you need
- Equity
- Full-timeOften expected
- With usNone
Salary range: Robert Walters 2026 salary survey, chief financial officer, Sydney.
Selected work
Recent work, in brief.
Three recent engagements: what the client faced, what we did and what changed.
IT services
Raise closed
Capital raise run end to end, from model to close, alongside strategy and KPI reporting.
Read the case: Fitzroy IT
- Challenge
- Ambitious growth plans, but no senior capacity in-house to raise capital and carry the strategy through.
- Our role
- The full capital raise: financial model, investor materials, due diligence and close. Alongside it, strategy, quarterly planning, and governance and reporting across the business.
- Outcome
- Capital raised and closed. A leadership team working to one plan, with quarterly priorities and KPI reporting in place.
Private equity, hospitality
1 new fund
The Harvest Hospitality Income Fund, a retail fund, set up end to end.
Read the case: Harvest Hospitality
- Challenge
- A new retail fund to establish across legal, financial, regulatory and investor workstreams, with an internal team already stretched by other growth work.
- Our role
- We led the project and did the work: running it alongside legal counsel and tax advisers, building the investor and due diligence materials, and managing the process through to close.
- Outcome
- The Harvest Hospitality Income Fund established while the internal team stayed on its growth work. No extra project manager needed.
Confidential client
Managed services
Multi-$m EBIT
Uplift from a contract-by-contract pricing review, and a valuation uplift in the tens of millions.
Read the case: Confidential client
- Challenge
- Softer market conditions meant profit had to improve, and the answer could not simply be cutting staff or chasing more revenue.
- Our role
- A contract-by-contract pricing analysis and service catalogue review, finding where revenue could rise and cost to serve could fall. Changes were sequenced to keep clients on side.
- Outcome
- A multi-million dollar EBIT improvement, straight to the bottom line, and a valuation uplift in the tens of millions.
The X in CXO
More seats at the table, when you need them.
Finance and strategy are where we start. When the work needs another senior seat, we bring in partners who work the same way: embedded, hands-on, a few days per week.
Where we start
CFO
Fractional CXO Partners
Dave Tu-Hoa
Finance, strategy, capital raising and M&A.
Partner practice
CMO
Fractional Growth Partners
Pru Loon
Marketing leadership: positioning, demand and the growth plan, built alongside the numbers.
Better together: the growth plan and the numbers behind it.
From the network
And more
COO, CTO, people and operations
Other C-level seats, filled from our network of senior operators and matched to the work.
Senior operator thinking about fractional work?
We're building a network of experienced people who want flexible, senior work without having to find every client themselves.
What does a fractional CXO actually do?
We fill a senior gap in your leadership team for part of the week. We take on agreed work, from reporting and cash to strategy, capital and deals, and do it alongside your team rather than just advise.
Is this just a fractional CFO?
No. Finance is often where we start, but we also take on strategy, execution, governance, capital raising, M&A and advisory board roles. Growth marketing comes through our partner, Fractional Growth Partners.
How many days per week do you work with each client?
Retainers are typically one to two days per week, for around six months. Special Projects are scoped on the effort the work needs.
How is it priced?
By the day. Retainers are billed monthly for the days agreed. Discovery and Special Projects are a fixed fee, agreed in writing before we start. All fees exclude GST.
Is there a lock-in?
No long lock-in. Retainers run month to month and can scale up or down as the business needs.
Do you replace our accountant?
No. We don't prepare statutory accounts, tax returns or BAS, or give tax or legal advice. We work alongside your accountant and advisers.
Who owns the work you produce?
You do. Models, packs and materials we create for you are yours once paid for.
Next step
Tell us where it hurts.
Book a discovery call. If we're not the right fit, we'll say so on the call.