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Industry: Manufacturing | Services: Fractional CFO, Financial Health Check, Financial Reporting and Analysis

THE SITUATION

When Lantern Partners was engaged, this manufacturing business had just parted ways with their finance manager. They had lost confidence in the accuracy of the information being produced and weren’t getting what they needed to run the business well. The numbers existed – they just couldn’t be trusted.

When we went under the hood, a few things became apparent quickly. The business was producing too many different types of data in too many different ways, none of it focused on what actually mattered. A lot of the work was being done in Excel rather than inside their accounting system, NetSuite, creating inconsistencies throughout.

The most significant issue was the balance sheet. It had never been properly validated. Inventory was recorded at $5 million. The actual figure was $3.5 million – a $1.5 million discrepancy caused by journals being booked incorrectly to the general ledger and never reversing. The previous accountant simply hadn’t understood what they were doing in the system.

There was also a relationship dimension to navigate. The founder was initially skeptical about bringing in external finance support. His daughter who had recently returned from maternity leave to take on responsibility for finance, governance and strategy, was the opposite – immediately engaged and keen for proper financial oversight, particularly after the departure of the controller. She knew the business well but didn’t have a finance background, and she wanted someone who could bring that professional rigour in.

WHAT WE IMPLEMENTED

We started with a full reconciliation of the balance sheet – going account by account, flushing out the supporting documents, validating what was right and what wasn’t. For inventory specifically, that meant tying the general ledger figures back to a physical listing of every individual item, then implementing a far more rigorous cycle counting process going forward.

Reporting was overhauled. Simplified, made readable and relevant, and enriched with analysis and commentary rather than just more data. The focus became what was important, not everything.

The relationship with the founder was handled through the work itself. Lantern Partners worked closely with the management team, and as the founder saw the output and witnessed how reporting was improving at board level, his confidence grew naturally. Show don’t tell.

THE IMPACT

The business now has genuine confidence in its numbers. Leadership understands not just the results but the drivers behind them – what is actually causing performance to move.

A detailed margin analysis was a particular turning point. It revealed how margin was being eroded each month in ways that, previously, would have taken several months to even identify. The business can now see those trends and project three to six months forward.

The shift in perspective has been meaningful: from looking through the rear-view mirror – understanding what happened months ago through an imperfect lens – to looking through the front windscreen with a clearer view of what is coming. Budgeting for the current year is significantly better informed as a result.

TECH AND TEAM

NetSuite (existing system, reconfigured and properly utilised). Full balance sheet reconciliation and inventory cycle counting implemented.

SERVICES PROVIDED

Initial Financial Health Check. Ongoing Fractional CFO support. Financial reporting redesign and analysis. Margin and performance analysis. Balance sheet reconciliation.

If you’ve spent any time on LinkedIn lately, you’ve seen the word “fractional” everywhere. Fractional CFO, fractional CMO, fractional CTO: it’s become one of those terms that gets thrown around so often it starts to lose meaning. So what is a fractional executive, and more importantly, when does hiring one make sense for your business?

What Does “Fractional” Actually Mean?

A fractional executive is a senior leader who works with your business on a part-time basis rather than as a full-time or even part-time employee. Think of it as the space between hiring a consultant and hiring a permanent hire: they’re contracted to fill a specific C-suite role, usually for a defined period, working anywhere from a couple of days a month up to around three days a week. Beyond that threshold, most businesses are better off looking at a permanent hire.

The roles on offer span the whole C-suite: CFO, CMO, CTO, Chief People Officer, sales director, legal counsel, and even fractional CEO, which tends to suit first-time founders who need mentorship and general management guidance alongside execution support.

What sets a fractional executive apart from a traditional consultant is depth of involvement. Consultants have a reputation (fair or not) for delivering advice and moving on. Fractional executives become part of the team: attending board meetings, coaching and mentoring staff, helping with hiring, and leading strategy work. They’re there for the implementation, not just the recommendation.

When Is the Right Time to Hire Fractional?

There are three scenarios where fractional support tends to add the most value.

During transitional periods. This is often described as the “messy middle,” that stretch between scrappy startup and structured scale-up. A business at this stage frequently doesn’t yet know what a given C-suite function should actually be doing day to day. Bringing in an experienced fractional exec helps you design that next stage properly, rather than hiring a full-time CFO and discovering you only needed (or could only make use of) a fraction of what that role costs.

For a specific project. Raising a capital round, building a go-to-market strategy, transitioning away from the founder being the primary salesperson: these are moments where someone who has done it before, multiple times, is worth far more than someone learning on the job. This works even for early-stage startups that aren’t ready for an ongoing engagement.

In a stable, mature business with an ongoing but part-time need. Not every fractional engagement is short-term. Some mature businesses that aren’t in a growth or change phase still benefit from indefinite fractional support, commonly in finance, marketing, people, and legal, because the workload genuinely doesn’t justify a full-time hire.

The Pros

Cost and agility. You get senior-level expertise without the salary, benefits, and long ramp-up time of a permanent executive hire. Fractional resources tend to add value faster because they’ve done similar work elsewhere.

Outside perspective and mentorship. They bring experience from other businesses and industries, which is particularly useful for mentoring existing mid-level leaders who aren’t yet operating at a senior executive standard.

Access to a network. A good fractional executive connects you to other specialists, advisors, and service providers they’ve built relationships with over years of operating in this space: other fractional execs, M&A advisors, technology partners, and so on.

Flexibility to scale up or down. Engagements can flex with need: starting heavier during a “fast start” period and settling into a lighter ongoing retainer, or the reverse, as the business grows.

The Cons

They can’t work in a silo. Fractional executives need to be genuinely embedded, in management meetings, exec meetings, board meetings, to be effective. If a business only lets them talk to the founder, the arrangement is unlikely to work well.

Time is genuinely limited. By definition, they’re not there full-time, which means availability can become a real constraint, especially for founders used to unlimited access to staff. Ad hoc, non-retainer support is possible but comes at a premium and with no guarantee of immediate availability.

Scope creep is a real risk. There can be a misconception that, for example, a fractional CFO will also run payroll and bookkeeping. Without clear upfront agreement on scope, expectations can drift in ways that frustrate both sides.

It requires a level of trust and change readiness. Fractional executives often need to challenge how a founder currently operates, which can be uncomfortable. If the relationship and trust aren’t there first, the arrangement won’t get the traction it needs.

Getting the Most Value Out of a Fractional Engagement

Whether you’re hiring or offering fractional services, five things tend to determine how well the engagement works:

1. Relationship first. Trust and openness need to exist before any hard advice lands. Risky decisions, and asking a founder to change how they operate is inherently risky for them, can only be made from a place of psychological safety.
2. Real qualification and experience. Beyond formal credentials, look for experience at your specific stage of growth and with your specific objectives (raising capital, expanding overseas, and so on).
3. Genuine involvement, not a silo. They need to be in the room for the meetings that matter, not just responding to the founder’s questions in isolation.
4. Clearly defined scope. It’s on the fractional executive to explain where their role starts and ends, and to help the business understand what else needs to be resourced separately.
5. Access to their network. A strong fractional hire should be able to connect you to other specialists and advisors relevant to your stage and needs.

   How to Find a Good Fractional Executive

Referrals remain the strongest channel: ask your business community and networks who they’ve worked with. Strategic partnerships (with accounting firms, other advisors, even other fractional executives) are another reliable route, since these are the people already embedded with your kind of ideal client. There are also dedicated communities and platforms built specifically around fractional talent, which are worth exploring if you don’t have a strong referral network yet.

The Bottom Line

Fractional executive support sits in a genuinely useful middle ground: more embedded and accountable than a consultant, more flexible and cost-effective than a permanent hire. It tends to work best during periods of transition, for well-defined projects, or as ongoing part-time support in a mature business, and it works best of all when both sides invest in the relationship, agree on scope early, and treat the fractional executive as a real part of the team rather than an outside advisor on call.