Chief Financial Officer

Fischer Family Campus
249 W. Thornhill Dr.
Fort Worth, TX 76115, USA

Description

Be PROUD of what you do

You'll join a mission-driven team and agency dedicated to supporting our clients. We have been entrusted with a 116-year legacy of doing good and we have set forth a bold goal of ending poverty in our community. Our services are uniquely positioned to address a myriad of key factors that keep families from reaching their bigger, brighter future. We have identified five different areas, or pathways, in which our programs create impact: financial resiliency, education credentials, emotional resiliency, resource stability, and employment. And we're growing our team to make it all happen! Though we are guided by our Catholic Faith, you do not have to be Catholic to join our team or receive services.

Top Accountabilities

Executive Leadership, Management, and Accountability (LMA)

Strategic Financial Leadership, Enterprise Transformation, and Sustainable Growth

Annual Operating Plan, Adaptive Forecasting, and Enterprise Performance

Board, Executive, Funder, and Mission Impact Stewardship

Financial Integrity, Compliance, Risk, and Infrastructure

What will you be doing in your role?

Executive Leadership, Management, and Accountability (LMA)

Serve as a trusted member of the Senior Leadership Team and a strategic counselor to the President/CEO, bringing enterprise judgment, financial discipline, and a mission-first perspective to consequential decisions.

Lead, develop, and hold the finance team accountable to clear outcomes, service standards, deadlines, and the highest levels of accuracy and integrity.

Build the right finance structure, clarify decision rights and lines of authority, and ensure the right people are in the right seats with meaningful succession and development plans.

Promote shared ownership of financial and operating results across CCFW; finance will enable sound decisions, but every leader will be accountable for executing the annual operating plan and adapting when results vary.

Create a culture in which healthy challenge, respectful candor, timely decisions, and follow-through are expected and grounded in CCFW's mission, Catholic identity, and commitment to human dignity.

Strategic Financial Leadership, Enterprise Transformation, and Sustainable Growth

Partner with the President/CEO, Board, and Senior Leadership Team to lead CCFW through a deliberate transition to an approximately $25 million operating model while protecting the outcomes that matter most.

Develop a multi-year financial strategy that stabilizes CCFW in the near term and establishes a responsible path to expand sustainable revenue, annual operating capacity, and mission reach over time.

Translate mission, strategy, community need, program results, and available resources into a clear enterprise-wide framework for prioritizing initiatives and allocating resources.

Challenge legacy assumptions, structures, practices, and organizational complexity that no longer produce sufficient mission value or are not sustainable.

Provide objective analysis of program economics, outcomes, scalability, funding durability, capacity, and strategic relevance to support difficult choices and identify programs best positioned for future investment.

Identify where CCFW should preserve or increase investment, redesign delivery, improve reimbursement or cost recovery, strengthen partnerships, consolidate activity, or discontinue work that no longer merits scarce resources.

Partner with the President/CEO, advancement leadership, program leaders, and the Board to evaluate and champion mission-aligned revenue opportunities, including philanthropy, public and private grants, government funding, reimbursement, strategic partnerships, and earned or contracted revenue.

Build credible cases for investment that connect additional resources to demonstrated need, service capacity, measurable outcomes, full costs, organizational readiness, and long-term sustainability.

Ensure proposed growth is adequately funded and does not create underfunded commitments, excessive restrictions, concentration risk, or structural complexity that weakens the organization.

Develop multi-year scenarios and clear readiness thresholds for revenue, programs, staffing, facilities, technology, partnerships, liquidity, reserves, and reinvestment; surface risks and opportunities early with practical recommendations.

Annual Operating Plan, Adaptive Forecasting, and Enterprise Performance

Build and lead a collaborative annual operating plan that translates strategy into specific initiatives, revenue assumptions, resource commitments, milestones, accountable owners, performance measures, and expected mission outcomes.

Treat the annual operating plan as a living management system rather than a once-a-year finance exercise, updating assumptions, priorities, and actions as results, funding, demand, and external conditions change.

Establish joint accountability with department, program, and advancement leaders, equipping them to understand their economics, manage commitments, own results, and recommend timely corrective action.

Maintain rolling forecasts and decision-ready views of revenue pipelines, grant renewals, expenses, staffing, cash, restricted funding, capital needs, service capacity, and key operating drivers.

Lead disciplined monthly and quarterly performance reviews that explain root causes, test whether assumptions remain valid, and identify the decisions required to keep CCFW on course.

Incorporate stabilization and growth scenarios into the annual operating plan, including clear decision points for rebuilding reserves, investing in infrastructure, expanding proven programs, and responding to emerging community needs.

Replace incremental planning and indiscriminate reductions with mission-centered resource allocation that distinguishes between work that is beneficial and work that is essential.

Board , Executive, Funder, and Mission Impact Stewardship

Provide the Board, Finance Committee, President/CEO, Senior Leadership Team, directors, and members with clear, accurate, timely, and forward-looking financial and operating information.

Translate complexity into concise, decision-ready narratives; communicate difficult information early and directly, with context, alternatives, implications, and recommendations.

Develop meaningful KPIs that connect resources invested, people served, service quality, program outcomes, funding durability, capacity, risk, and progress against strategy.

Help leaders understand not only what each program costs, but what it accomplishes and the likely consequences of expanding, redesigning, reducing, partnering, or discontinuing it.

Equip the President/CEO, Board, advancement leadership, and program leaders with a credible financial story for funders: what CCFW is prioritizing, the full cost of delivering results, what additional investment can accomplish, and how new resources will be stewarded.

Provide financial models, scenarios, and accountability measures that strengthen major grant applications, funding proposals, reimbursement strategies, philanthropic opportunities, and strategic partnerships.

Lead Finance Committee processes, materials, recommendations, and follow-through, strengthening Board confidence, governance, and accountability.

Serve as a credible representative with auditors, financial institutions, funders, insurers, investment advisors, public partners, and other key stakeholders.

Financial Integrity, Compliance, Risk, and Infrastructure

Drive disciplined cash and liquidity management, including 13-week and 30/60/90+ day forecasting, reserve planning, reinvestment guardrails, and early warning indicators.

Ensure timely, accurate monthly and annual financial reporting; oversee audits, Form 990, government and private grant compliance, restricted funds, and all applicable regulatory requirements.

Design and enforce effective internal controls, policies, procedures, systems, and checks and balances that safeguard assets and produce reliable information.

Protect the organization through enterprise risk management, fraud prevention, insurance oversight, contract and vendor discipline, funding concentration analysis, and thoughtful contingency planning.

Maintain effective systems for payroll, grant reimbursement, purchasing, accounts payable, treasury, and vendor management, improving efficiency without weakening accountability.

Optimize labor cost structure, benefits, vendor relationships, facilities, and financial technology while protecting essential service quality and employee trust.

Build a finance infrastructure that ensures CCFW always knows where it stands, what is changing, what capacity exists for responsible investment, and what action is required.

Are you the next Chief Financial Officer?

Bachelor's degree in accounting, finance, or a related field required. MBA or relevant master's degree is strongly preferred.

Certified Public Accountant (CPA) in active good standing required.

Progressive financial leadership experience (15+ Years), including significant experience as a CFO, deputy CFO, or senior finance executive in a complex organization.

Demonstrated success