Your Fake Fractional

Today, in an interview for a piece on Fractional CFOs, I was asked an interesting question:

"The way you've described your 'Fractional CFO' service sounds a lot like being a consultant. Other Fractional CFOs I've spoken with claim that consultants actually aren't true Fractional CFOs because true Fractional CFOs are embedded in the team. What do you think about that?"

It really got me thinking.

Am I not a "real" Fractional CFO because of my consulting background?

Here’s what I think:

"Fractional CFO" can mean many different things. And that’s a good thing.

Some companies need a Staff Augmentation CFO—someone stepping into a defined CFO role, much like a full-time hire would. This model works well for later-stage businesses, PE portfolio companies, or companies needing an interim key holder.

Other companies require a Consultative CFO—someone who doesn’t just fill a job description but writes it. A CFO who steps in to right the ship, steer through key moments, and prepare the company for a full-time hire when the time is right.

At the end of the day, it’s not about the label. It’s about matching the CFO’s expertise, preferences, and capacity to the company’s actual needs.

As a Startup CFO, I find that being consultative creates much better results. It helps me optimize for agility, strategic input, affordability, and multi-faceted problem-solving—because that’s what early-stage businesses need.

So, is one model more “real” than the other?

I don’t think so.

The best Fractional CFO isn’t the one who checks a certain box.

It’s the one who delivers results

For you.

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