What a fractional CFO does for an independent or boutique hotel: USALI reporting, RevPAR and GOPPAR, cash forecasting, lender packages, and what it costs.
A plain guide to the country club CFO role: core duties, who the CFO reports to, how the job differs from a controller, typical pay, and when a club can use a fractional club CFO instead.
What a fractional CFO costs for a private or country club, how pricing models work, what drives the fee up or down, and how it compares with hiring a full-time club CFO.
How outsourced club accounting works for private and country clubs: what can be outsourced, what should stay on site, typical structures, costs, and how to transition without disrupting member billing.
A fair comparison of fractional CFO and club finance advisory options for private and country clubs, including Visions Alliance, Club CFO, PKF O'Connor Davies and RSM, plus regional CPA firms and in-house hires, with what each is best suited for.
Twelve questions private club GMs and boards should ask before hiring a club CFO or fractional finance firm, covering club experience, staffing, scope, pricing, reporting, systems, controls and what happens when the engagement ends.
In a market where resorts grew profit and midscale properties contracted, a portfolio-level P&L can average a failing property out of sight. The three reporting standards a multi-property hospitality group needs before the annual review — not after.
The first 90 days of a fractional CFO engagement is diagnosis and stabilization, not transformation — and half its value is in what the CFO refuses to do. Here's a realistic month-by-month picture, including the honest list of what you're not buying.
Every guarantee you signed was reasonable on its own. Added together, many operators have personally guaranteed several times their net worth — and nobody is tracking it. Here's how to inventory the exposure and negotiate it down.
The budget your board debates in October was already decided in a dozen quiet trades made in September. Boards that treat the document as a forecast — and argue about its accuracy — miss the only decisions that were ever theirs to make.
You know something is wrong with your finances but not what to call it. Here is how to diagnose the actual problem — close process, controls, cash, or strategy — and route it to the right level of help.
