"Historical reports should simply be confirmation your FORWARD LOOKING financial plan is working..." 


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Meet Kevin

Fortune 500 CFO strategies scaled for non-Fortune 500 budgets

Kevin Donahue, Business Finance Expert

Kevin's clients regularly profit from

  • Decrease in costs from increased efficiecies
  • 12 month Tax strategies - reducing tax liabilities
  • Increased cash flow from plugging avoidable drains
  • Higher overall profitability
  • Peace of mind knowing there's a plan for the future, and an expert driving that plan

Keeping your Team focused..

His hands on solutions have helped companies take control of their finances, allowing the role players to focus on their strengths and thrive.

Corporate CFO experience, solutions and assistance at a fraction of the cost of a full-time CFO

  • Financial Analyst (24 Years) 
  • Corporate Banking (4 Years) 
  • Operating and Capital Leases (10 Years) 
  • Treasury Management (2 Years) 
  • Financial Modeling (24 years) 
  • Corporate Finance (24 Years) 
  • Accounting (8 Years) 
  • Taxes (8 Years) 
  • Payroll (8 Years) 
  • Tax return preparation (8 Years) 
  • Business Analysis (13 Years) 
  • Chief Financial Officer (7 Years) 
  • Strategic planning 
  • Decision making 
  • Staff oversite 
  • Financial controls 
  • Profitability improvements 
  • Expense reduction plans 
  • Financial and operating improvement plans
  • Lending and Financing 

How does his experience help you?

the PAST...

A CFO is responsible for determining, interpreting and reporting the company's financial information, both past and present. The report must be accurate and timely because many of the company's major decisions, such as whether or not to replace or repair equipment, are based off this financial information. Partners, investors, creditors, analysts and employees also look to this report for reassurance of the company's longevity.

the PRESENT...

The CFO makes most of the decisions regarding investing the company's money, which means taking into account any risks or liquidity. The company's CFO monitors cash flow, financing, tax liabilities, payroll, banking and creditors - looking for anomolies ad plugging cash flow leaks.

the FUTURE...

A CFO helps the company plan for its financial future with forward looking strategic plans for revenue growth, decreasing tax liabiliites and increased profitability.

Peace of mind...Solid advice, better financial decisions and a sound plan for your company's financial future.

"Business owners make decisions at the pace of the business and must be able to rely on the accurate and timely information provided by CFOs. It‘s never too late to make a change."

Do I need a CFO?

When should a small business owner hire a CFO? While there is no right answer, there are certain indicators.

An important internal tipping point is when information that helps the business make timely and important decisions is not being prepared. Business owners make decisions at the pace of the business and must be able to rely on the accurate and timely information provided by CFOs. It‘s never too late to make a change.

In many small- to medium-sized companies, the CFO is responsible for the interpretation of the results, cost control measures, capital acquisition, and forward-thinking due to economic, industry, tax, government regulation and social issues. In some cases, the CFO can also be the OFO, or Only Financial Officer, and must rely on bookkeepers for accurate processing of financial information. The CFO must also be critical of the banking relationship – there can be no slip-ups.

Rapid growth is another important indicator. Growth requires an expansion of automated systems to handle the growth, and additional capital and/or financing to finance the growth. A CFO is best suited to handle rapidly increasing growth due to the complexity involved. He or she must be able to interpret the investment and technology, and the terms of acquiring capital.

A CFO in a growth-oriented small business must be hands-on. Being in the weeds is critical to controlling growth and communicating results to those with money at stake. That could be the owners or shareholders, banks, insurance companies and – let’s not forget – the employees. 

As growth occurs, the company and its key customers, suppliers and employees will face new risks. Managing risk involves not only having insurance, but the CFO must also protect the company from regulatory, environmental and human capital risks.



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