Chief Financial Officer

Core Responsibilities:
•Designing and implementing scalable finance processes (job costing, WIP, cash forecasting, billing, controls, reporting).
•Maintaining strong cash flow, working capital discipline, and bonding/lender credibility
•Partnering with the President and Operations Leader on growth decisions, risk tradeoffs, and capital planning. Co-Pilot not Gatekeeper
•Leading finance systems modernization (ERP, jobcost integration, reporting cadence) Growth from 30M to 200M will break spreadsheet-based finance
•Establishing enterprisegrade financial governance without slowing operations
•Building and developing a finance organization capable of rapid growth scale

Required Experience (NonNegotiable)

Search must prioritize candidates who meet all of the following:
•Prior CFO or senior finance leadership experience in construction, specialty trades, or capitalintensive projectbased businesses
•Direct experience scaling a business past $300M in revenue
•Handson ownership of:


oJob costing and WIP reporting

oCash flow forecasting in a retainageheavy environment

oERP or core finance system replacement
•Proven track record working with banks, sureties, and external stakeholders
•Experience building standardized finance processes across growing teams/companies

Strongly Preferred Background
•Heavy civil, concrete, or industrial construction exposure
•Experience in highgrowth or privateequitybacked environments
•Demonstrated willingness to challenge leadership when growth threatens cash, margin, or controls
•Reputation as a practical operator , not a theoretical finance leader

What Success Looks Like (12-24 Months)
•Hire a Controller to bring financial rigor, controls, and discipline.
•Finance processes operate consistently without reliance on individual "heroes"
•WIP, cash forecasts, and financial reporting are trusted by leadership, investors, lenders, and sureties
•Cash flow volatility decreases despite higher revenue
•Margin visibility improves across projects
•Finance function scales ahead of growth, not behind it

What This Role Is Not
•Not a controllerlevel accounting role
•Not a passive reporting or compliance position
•Not a turnaround or costcutting mandate

The expectation is for a highly strategic, close partnership model between the owner and CFO, where the CFO functions less as a traditional reporting lead and more as a true business partner and financial co-pilot across all operating entities. (Concrete Construction, Marina, Development/Property Management)

• Level of Partnership
  
  
  • The President is expecting a high-touch, embedded CFO relationship, not a remote or purely reporting-focused finance function.
  • The CFO is expected to act as a trusted advisor across construction, marina operations, and property management, helping connect operational decisions directly to financial outcomes.
• Autonomy vs. Involvement
  
  
  • The CFO is expected to have strong autonomy over financial reporting, forecasting, systems, and controls, including the authority to standardize processes across entities.
  • At the same time, the CFO is expected to be deeply involved in strategic decisions, including:
    
    
    • Capital allocation across business entities
    • Project selection and financial structuring (especially construction)
    • Investment decisions in marinas and property assets
    • Development (including external tax resources) and execution of Tax strategies
  • Day-to-day operational decisions remain decentralized, but financial governance and performance oversight are centralized under the CFO.
• Working Relationship with Owner
  
  
  • The owner operates as an operator-led decision maker with limited formal financial training, which increases reliance on the CFO for interpretation, framing, and recommendation.
  • The CFO is expected to:
    
    
    • Translate complex financial and project data into clear, decision-ready insights
    • Provide direct guidance on tradeoffs, risk, and capital priorities
    • Challenge assumptions when necessary, while maintaining alignment with the owner's strategic intent
  • The relationship should function as a continuous working dialogue rather than periodic reporting cycles
• Strategic Expectation
  
  
  • The CFO is effectively expected to bring structure, discipline, and financial rigor to a multi-vertical operating business that is still maturing in financial sophistication.
  • Success in the role depends heavily on the ability to educate, influence, and guide the owner through financial decision-making, not just report outcomes.