TL;DR
A fractional CFO job description template UK businesses can use should be outcome-led: define the financial problems to solve (cashflow, forecasting, reporting, funding), the deliverables for the first 30–90 days, and the decision rights the CFO will hold.
If you write the brief as ‘tasks’ only, you’ll attract bookkeepers and controllers; if you write it as ‘board-level outcomes’ plus cadence and stakeholders, you’ll attract true CFOs.
Last updated: 10 July 2026.
If you’ve reached the point where cash feels tighter than the P&L suggests, forecasts change every week, and board conversations are more reactive than planned, a part-time CFO is often the fastest way to restore control. The challenge is writing a brief that attracts a real CFO — not an overqualified accountant — and sets expectations that a fractional engagement can realistically deliver.
This guide gives you a fractional CFO job description template UK SMEs can copy and tailor. It includes responsibilities, deliverables, KPIs, reporting cadence, and interview prompts — plus a few UK-specific points that reduce hiring risk (inclusive language and pre-employment checks).
Internal guide: if you’re still deciding whether a fractional CFO is right for you, see how to hire a fractional CFO in the UK.
What does a fractional CFO do (and what should your job description say)?
A fractional CFO provides senior financial leadership on a part-time basis. In most UK SMEs, that means turning finance into a decision-making system: a reliable month-end close, clear management accounts, a cashflow forecast you can trust, and forward-looking insight that links commercial activity to cash, margin and working capital.
Your job description should therefore focus less on ‘processing’ and more on outcomes. It should also state how the CFO will work with the MD/CEO, the bookkeeper or finance manager, and external accountants — and what cadence you expect (weekly cash call, monthly board pack, quarterly reforecast).
Tip: avoid discriminatory language in adverts and define the role, not the person. ACAS notes that wording like ‘recent graduate’ or gendered terms can be discriminatory, and recommends using inclusive language that describes what the job involves and what applicants must provide (ACAS guidance on advertising a job).
Fractional CFO job description template (UK) — copy and tailor
Use the sections below as a copy-ready template. Replace the bracketed fields and delete anything that doesn’t fit your situation.
Role title
Fractional / Part-time Chief Financial Officer (CFO)
Working pattern
[1–3 days per week] (flexible), mixture of onsite at [location] and remote. Initial onboarding includes onsite time to meet stakeholders and review systems.
Contract type
Contract for services (fractional engagement), initial term [3–6 months], with monthly rolling extension subject to performance and business need.
Reporting line and stakeholders
Reports to: Managing Director / CEO. Key stakeholders: operations lead, sales lead, HR, external accountant, bank/contact at lender, and the finance team (bookkeeper/finance manager).
Role purpose
To provide board-level financial leadership that improves cash visibility, strengthens forecasting and decision-making, and installs a repeatable reporting cadence — without the cost of a full-time CFO.
Key responsibilities (what the CFO will do)
- Establish a weekly cashflow forecast (13-week rolling) and agree a cash governance routine (weekly cash call).
- Upgrade management accounts so the MD/board can see margin, overheads, working capital and runway clearly each month.
- Own the budgeting and reforecast process (at least quarterly), linking operational drivers to financial outcomes.
- Improve month-end close discipline: timelines, reconciliations, and ‘single version of the truth’ numbers.
- Set and monitor KPI dashboards (revenue, gross margin, contribution, utilisation, WIP, debtor days, stock turns — as applicable).
- Lead pricing/margin analysis and improve profitability through practical interventions.
- Support funding conversations: lender reporting, covenant monitoring (if relevant), investor updates, and due diligence readiness.
- Strengthen financial controls proportionate to the business size (approvals, spend controls, segregation, supplier setup).
- Translate finance into actions for non-finance leaders — coaching the leadership team to use numbers to run the business.
First 30–90 days deliverables (make these explicit)
- A diagnostic of current finance processes, risks, and quick wins (systems, close, forecasting, controls).
- A working 13-week cashflow forecast with agreed assumptions and owners.
- A board-ready monthly reporting pack template (P&L, balance sheet, cash, KPIs, commentary).
- A 12-month forecast / budget aligned to your sales and delivery plan.
- A top-10 list of improvement actions with dates, owners and expected impact (cash, margin, risk).
Reporting cadence (example)
- Weekly: 30-minute cash call with MD/CEO and finance lead.
- Monthly: management accounts and KPI pack within [X] working days of month end.
- Monthly/bi-monthly: leadership team performance review focused on drivers and actions.
- Quarterly: reforecast and scenario planning (base/downside/upside).
KPIs (examples — pick the ones that matter)
- Month-end close cycle time (days to reliable numbers).
- Cash runway (weeks/months) and forecast accuracy.
- Gross margin and contribution margin trends.
- Working capital: debtor days, creditor days, stock turns, WIP accuracy.
- EBITDA (or operating profit) vs forecast.
- Cash conversion and covenant headroom (where relevant).
Required experience
- Senior finance leadership experience (CFO/FD level) in an SME or growth business.
- Hands-on forecasting and cash management — not just reporting.
- Experience improving management information and implementing practical controls.
- Ability to communicate clearly with non-finance stakeholders and create accountability.
- Comfortable working with existing systems (Xero/Sage/QuickBooks/NetSuite/etc.) and improving processes without over-engineering.
Preferred (nice-to-have)
- Fundraising or debt funding experience (banking covenants, investor reporting, due diligence).
- Experience in your sector (e.g., professional services, manufacturing, construction, eCommerce).
- Change leadership: turning insight into sustained operational behaviour change.
Compliance and hiring notes (UK)
If you are hiring as an employee, you must check the candidate’s right to work in the UK before they start, either via an online share code check, original documents, or an identity service provider method — and keep a record of the check (GOV.UK right to work checks).
If the CFO will hold a statutory director appointment (not typical for fractional engagements), note that directors have general duties under the Companies Act and should act with care, skill and diligence and avoid conflicts of interest (GOV.UK director duties summary).
Key benefits of getting the fractional CFO brief right
A clear job description is not ‘admin’ — it directly affects the calibre of candidates you attract and how quickly you see results.
- Faster shortlisting — because deliverables and cadence make the role concrete.
- Better fit — you’ll attract CFOs who have solved your type of problem before.
- Cleaner onboarding — the first 30–90 days are defined, so momentum starts early.
- Fewer surprises — decision rights and stakeholder expectations are explicit.
- Better value for money — fractional time is spent on outcomes, not ‘discovering’ basics.
- Stronger governance — reporting packs and cash routines become a habit, not a one-off.
- Improved board confidence — numbers become trusted, timely and decision-ready.
How a fractional CFO engagement usually works (practically)
Most fractional CFO engagements start with a short diagnostic. The CFO will review your latest accounts, cash position, current forecast (if any), reporting pack, and the way work flows through finance. They’ll then prioritise 3–5 changes that materially improve control: forecasting discipline, clearer management information, and a simple governance rhythm.
A realistic pattern for many SMEs is 1–2 days per week for the first month to get the foundations in place, then a steady cadence (for example, one day a week) to run forecasting, reporting and decision support. The key is to define what the CFO owns versus what stays with the bookkeeper, external accountant, or operational leaders.
If you have a specific trigger event (rapid growth, cash pressure, refinancing, acquisition, or a finance team gap), state that clearly in the advert — it helps the right candidates self-select.
How to choose the right fractional CFO (what to ask for)
Ask candidates to talk in deliverables, not opinions. A strong fractional CFO will explain how they build a forecast, what a good board pack looks like, and how they create accountability without adding bureaucracy. Look for evidence of impact: improved cash visibility, tighter working capital, faster close, better margin discipline, or successful funding outcomes.
Also check practicalities: availability, ability to start quickly, comfort working with your current systems, and willingness to coach your team. Finally, be explicit about how you will make decisions together — a fractional CFO should have enough autonomy to implement the reporting and governance cadence you’re paying for.
Frequently asked questions
Should a fractional CFO job description mention qualifications (ACA/ACCA/CIMA)?
You can list a qualification as preferred, but the strongest predictor is relevant experience at CFO/FD level in a similar-size business. If you make qualifications ‘essential’, you may narrow the field unnecessarily — focus on outcomes delivered (cash control, forecasting, board reporting, funding support).
Is a fractional CFO an employee or a contractor?
Many fractional CFOs work under a contract for services, but some clients prefer a fixed-term employment arrangement. Decide early, because it affects onboarding, tax/IR35 considerations, and how you write the advert. When in doubt, take professional advice for your specific circumstances.
How many days a week should we budget for?
For many UK SMEs, one day per week is enough once the basics are installed, but it depends on complexity and urgency. If you need a forecast rebuilt, controls tightened, and a board pack created, plan more time in month one, then reduce to a steady cadence.
What’s the difference between a fractional CFO and a finance manager?
A finance manager runs the day-to-day finance operation (process, invoices, reconciliations, close). A fractional CFO leads decision-making: forecasting, funding, margin strategy, risk, and translating numbers into actions for the leadership team. Your job description should reflect that difference clearly.
Can a fractional CFO be appointed as a statutory director?
It’s possible, but many fractional engagements do not require a statutory appointment. If you do appoint them, be clear about decision rights, insurance (D&O), and governance — and remember directors have general duties under the Companies Act.
Ready to find your fractional CFO?
If you want a fractional CFO who can start within a week and put a practical reporting and cash cadence in place fast, we can help. Leadership Services gives you access to 500+ directors, from £1,795/month, with no long-term tie-ins and a same-working-day response — get in touch to discuss what ‘good’ looks like for your business.
