OFFICE OF THE CFO
The full agenda of the modern finance function.
We lead through transitions, run the close clean, plan the future with rigor, move the cash where it's needed, and navigate the deals that change the trajectory of the business. Whether you need interim leadership through a pivotal moment or an embedded partner for the long arc, we work at every level the work demands.
WHY THIS FRAMING
Why we organize by Office, not by role.
The modern finance function isn't one job. It's a portfolio of related disciplines — strategic leadership, controllership, FP&A, treasury, transaction support — each requiring different depth and different people. Most fractional firms staff one slice of that portfolio at a time. A fractional CFO without a controller. A controller without FP&A. An FP&A consultant without treasury fluency.
We organize around the full Office because that's how the work actually shows up. A growth-stage business needs CFO-level strategy, controller-level rigor, FP&A-level forecasting, and treasury-level cash discipline — often in the same engagement. A transaction needs all five disciplines mobilized simultaneously. A transformation can start in any one and demand the others as it progresses.
The Office of the CFO at PluggedIn is built so a single engagement can move fluidly across all five disciplines. Same firm, same standard, scaled to what the work needs.
WHAT WE DELIVER
Five sub-areas. One Office.
Scope, team shape, and price are set per engagement after the discovery call. We don't publish ranges — every situation is different and the conversation is the work.
Lead the Function
Strategic financial leadership. The senior seat at the leadership table — owning the financial narrative of the business, sizing the capital strategy, weighing in on the big decisions, holding the team accountable, and partnering with the CEO on what comes next.
Run the Close
Controllership and the operational rhythm of finance. Month-end close, financial reporting, accounting policy, audit support, technical accounting, and the daily operational mechanics that produce reliable financial information.
Plan the Future
FP&A — the forward-looking finance discipline that turns the business strategy into financial plans, the financial plans into operating budgets, the budgets into KPIs, and the KPIs into management decisions.
Move the Cash
Treasury, working capital, liquidity operations, and the discipline of making sure the business has cash where and when it needs it. Cash is the most operational of all finance functions and the most under-managed at scale below enterprise.
WORKING ALONGSIDE OTHERS
We work alongside your team, not in place of it.
Almost every Office of the CFO engagement runs alongside an existing finance team — even if that team is just a CEO, a bookkeeper, and an outside accountant. We add practitioner depth where it's missing; we don't displace people who are doing good work.
Most engagements include some combination of: working with an existing CFO who needs practitioner partnership on a specific initiative, mentoring a controller who's grown into the role and needs practitioner reinforcement, partnering with an outside accountant who handles taxes but isn't running strategic finance, and supporting an internal team that's competent but understaffed.
We're explicit at the start of every engagement about who does what. The engagement letter names the scope of our work, the scope of your team's work, and the handoffs between the two.
HOW WE STRUCTURE WORK
Three engagement shapes for finance work.
Project Engagement
Defined scope, defined timeline, defined outcome. Productized where the work is repeatable (close optimization, FP&A build-out, transaction readiness). Custom where it isn't.
Fractional Leadership
Practitioner embedded into your finance leadership cadence on an ongoing basis. Scales with the business. Same practitioner over time.
Full Engagement
Operational ownership of a finance function or initiative — outsourced controllership, full FP&A function, or interim CFO role with managed team — with a service-level commitment and a clear handback plan.
Tell us where the finance function is, and where it needs to be.
The Office of the CFO is broad. Every engagement starts with a discovery call to understand which sub-areas need attention, which engagement model fits, and what's already working. We'll tell you within one conversation whether we're the right partner.
Or explore Office of the CIO and Strategy & Transformation to see the full picture.