Fractional Controller/CFO Services Tailored for You

Small Business Needs

In growing businesses, overhead doesn’t rise gradually — it increases in steps. As transaction volume and complexity grow, existing systems eventually reach their limits, forcing sudden investments in people, processes, or tools. There is a critical stage where basic accounting is no longer enough, but a full-time controller or CFO doesn’t yet make sense. That’s where part-time financial leadership provides clarity — helping owners anticipate the next step of growth, make better decisions, and build the financial foundation needed before complexity demands a full-time role.

Services

The Fundamentals (Accounting & Financial Execution)

These are the essentials — necessary, expected, and must be done right.

  • Accurate, timely financial statements

  • Clean general ledger and month-end close

  • Cash flow tracking and forecasting

  • Budgeting and variance analysis

  • Job, department, or project-level reporting

  • Coordination with your CPA and tax advisors

This work creates the foundation, but it rarely answers the questions owners are actually asking.

The Judgment (Experience That Guides Decisions)

This is where experience makes the difference.

  • Knowing which numbers matter — and which don’t

  • Understanding how overhead increases as complexity grows

  • Anticipating cash pressure before it becomes a problem

  • Helping owners weigh timing, risk, and tradeoffs

  • Translating financial data into clear, actionable decisions

  • Providing steady financial leadership during growth or change

Brian Mullen

I bring nearly 25 years of experience working alongside the owners of a privately held, second-generation construction subcontractor in the Chicago area. During that time, I was entrusted not only with leading the company’s financial operations, but also with serving as a primary advisor to both the founder and his successor on major business and personal financial decisions.

In my role, I oversaw all aspects of controllership and financial management — from reporting, budgeting, and cash flow oversight to internal controls and long-term planning. More importantly, I worked side-by-side with ownership as a strategic partner, helping them interpret the numbers, evaluate opportunities, manage risk, and make informed decisions as the business evolved across generations.

Because of the long-term, closely held nature of the business, my responsibilities extended beyond the company itself. I advised the owners on personal financial matters tied directly to the health of the business, including compensation planning, capital investments, liquidity events, and long-range personal financial considerations. That perspective gave me a deep understanding of how closely intertwined business decisions and personal outcomes are for owner-operators.

Today, I bring that same owner-focused mindset to my work as a fractional controller and advisor. I help business owners move beyond compliance-driven financials and instead use their numbers as a practical management tool — providing clarity, discipline, and insight so they can confidently run profitable, sustainable businesses.

Contact Me

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