Fractional CFO services.One person owns the whole function.
Most fractional CFO firms sell senior time inside a finance function that stays your problem. Spurwing takes the function itself: the books, the controls, the reporting, the model, the board pack, and the answers your investors get. Engagements run on a monthly retainer, sized by how deep the CFO is in the business.
Not CFO time.
CFO accountability.
Spurwing CFO is not a consultancy. A consultant advises and moves on. Spurwing owns the finance function: present at board meetings, accountable for the numbers, and there when decisions land at short notice. Engagements run on a monthly retainer. No hourly billing. No discount if you call more often. The monthly fee reflects how deep the CFO is in the business, not how many hours they logged. The mandate sizes below describe how much CFO involvement the business needs, not a menu of services.
A senior financial voice in the room before decisions are made, not after. The board gets independent CFO-level challenge. Capital decisions get tested before they are committed to. Financial risk gets reviewed by someone accountable, not someone advising.
- Board attendance with senior financial challenge
- Capital and investment decisions reviewed before commitment
- Risk picked up and escalated when it matters
The business runs with a CFO inside it. Month-end closes on time. The board pack reflects reality. Cash is visible, not a surprise. Investors get answers they trust. What the business can afford to hire is clear because someone has actually modelled it. Fewer decisions made without the numbers to back them.
- Monthly close and board pack delivered on time, every time
- Cash flow visible and managed, not discovered after the fact
- Investor and lender queries answered with confidence
- Hiring decisions grounded in what the business can actually afford
For businesses where the financial stakes are higher and the pace is faster. Fundraising, restructuring, multi-entity consolidation: situations where having a CFO inside the business three or more days per week is the difference between a controlled process and a reactive one. The business works through complexity without the finance side losing its shape.
- Fundraising and capital events led from the CFO seat
- Multi-entity and multi-jurisdiction consolidation
- Restructuring run with financial rigour intact
Earlier-stage businesses
Not every business is ready for a full CFO mandate. Spurwing CFO offers four earlier-stage mandates for pre-seed through Series B+ companies, each with fixed scope, fixed pricing, and the same ownership standards as the core mandate work.
See the earlier-stage mandatesThree questions, in the order they arrive.
Most enquiries open with the third one. It is the one that matters least until the first two are settled, and it is the one that changes most once they are.
Question one
Do you need a CFO at all?
Eight statements in three groups. The result names which of the three is the actual problem rather than giving you a score.
Run the checkQuestion two
Full time, interim or fractional?
How the three actually differ, on the two dimensions that decide between them, and six questions that end in one of seven answers.
Work it throughQuestion three
What does it cost?
The five things that move the price, and what a permanent hire costs once employer cost and a search fee are loaded onto the salary.
See what moves itWhat sits inside the function.
The mandate is not a list of services with a CFO attached. It is one finance function, owned end to end. These are its parts, and the order is not decorative: the first one contains every other one.
Spurwing CFO
Board and investor engagement, cash and capital oversight, pricing and the commercial calls. Everything below this line is a component of it rather than a service beside it, which is what makes the function one thing with one owner.
Everything else sits inside this02
Spurwing Accounting
The day-to-day running of the function. Books kept properly, controls that work, month-end that closes on time and reconciles.
03
Spurwing Financials
IFRS and IFRS for SMEs financial statements. Audit-ready and investor-grade, prepared under CFO oversight.
04
Spurwing People
Payroll, employer cost visibility, and how people cost shows up in the numbers.
05
Spurwing IT
The infrastructure the finance systems run on: connected, secure, and not an IT helpdesk.
06
Spurwing ESG
Investor and fund-ready ESG reporting, CFO-led, where investors require it.
07
International expansion
Both halves of a second or third country: the selling in market, and the finance function behind it, held as one thing across every jurisdiction rather than as a set of local arrangements.
08
Change management
A capital event, restructure or system migration only works if the people side of the business moves with it. Decision rights, adoption discipline, and the sequencing that makes it stick.
Work that sits alongside the mandate.
These are separate engagements, not inclusions. A mandate client can add them. A business that does not need a CFO mandate can buy them on their own.
- Investor readiness Governance, data room, and the documentation a raise gets tested against.
- AP and AR operations Outsourced sub-ledger ownership, with the volume work automated.
- Operational policies Treasury, expense, approval matrices, and financial controls.
- HR policy and people operations Handbooks, contracts, and onboarding that hold up under scrutiny.
Talk through the mandate that fits.
The right mandate size depends on the complexity of the business and what the board needs to see. A scoping conversation is how that gets established.
Discuss your situation