Bridging the Gaps: How Interim CFOs Drive Startup Success

Key Takeaways:

• Interim CFOs bridge urgent time gaps (leaves, vacancies) or skills gaps (fundraising, scaling, restructuring).
• The right hire integrates quickly, adding value within the first week, not the third month.
• Fit matters as much as credentials. Look for collaboration, listening skills, and strategic orientation.
• Weekly CEO–CFO check-ins maximize value and prevent surprises.
• Success = goals achieved + a clean, ready handoff to the next finance leader.

Since joining Burkland in 2019, I’ve taken on one or two interim CFO engagements each year. These projects have ranged from fundraising preparation to maternity leave coverage, and no two have ever looked the same. But in each case, the goal has been the same: give founders strategic financial leadership exactly when they need it most.

Examples from My Work

• 90-day engagement: Helped an Internet of Things (IoT) startup clean up two years of messy financials to prepare for a successful $40M raise.
• 90-day engagement: Covered for a full-time CFO on maternity leave, while adding incremental value along the way.
• Technical project: Solved complex accounting challenges for a rapidly scaling e-commerce company preparing for fundraising.
• Six-month engagement: Supported a lab-grown diamond startup in scaling manufacturing in China.
• Six-month engagement: Led a financial restructuring for an overleveraged startup, including an intensive 30-day onsite period. (This kind of crisis engagement is rare, but sometimes necessary.)

In this article, I’ll answer some of the most common questions I hear from founders about interim CFOs, including when it makes sense to hire one, what to look for, how to set expectations, and how to evaluate success.

What are the most common situations where a startup needs an interim CFO?

In the early stages of a startup, finance usually means cash management, bookkeeping, and reporting. These responsibilities are often handled by a controller or director of finance. But as the company scales and finance needs become more complex, the “CFO” title starts entering the conversation.

There are a few models for bringing on CFO-level support: fractional CFO services (a fixed number of days or hours each month on an ongoing basis) and interim CFO services (a full-time or near-full-time strategic finance leader for a defined stretch of time).

An interim CFO engagement typically arises from either a time gap (filling in during a leave or vacancy) or a skills gap (addressing new business complexities like fundraising, scaling operations, or preparing for an audit).

Fractional CFO vs. Interim CFO: What’s the Difference?

How should a startup evaluate interim CFO candidates for the best fit?

The first key is making sure the CFO’s experience matches your company’s specific needs. Every startup’s finance journey is different. Fundraising, scaling, restructuring, or preparing for an IPO each demand a distinct skill set.

For example, I’ve spent decades in finance guiding strategy, M&A, and high-growth ventures, but if a company is preparing for an IPO, that calls for a different type of expertise. In that case, another Burkland CFO with deep public-market experience would be the better fit.

Beyond technical skills, you should look closely at the softer qualities. Your interim CFO should integrate into your leadership team as a true partner, someone who listens well, collaborates, and helps elevate the entire management group.

🚩Red flag: If a candidate seems operationally siloed or focused only on reporting and functional tasks, they may bridge a short-term technical gap but won’t deliver broader strategic value.

How quickly should an interim CFO get up to speed?

You don’t have 60 or 90 days for someone to “learn the business”. A good interim CFO should start adding value in the first week.

My process—what I call Fast Track—involves gaining immediate access to financial systems, conducting a due diligence–style review (usually in 4-8 hours), and prioritizing short-term and strategic goals. From there, I can begin incrementally moving the company forward almost immediately.

How should founders set realistic expectations for scope and timeline?

It starts with clarity: be transparent about your goals, pain points, and deadlines. A seasoned interim CFO should be able to right-size the engagement in terms of duration, hours per week, and team involvement.

For example, in one of my earliest interim CFO projects, I worked with an IoT startup that needed two years of messy financials cleaned up in just 90 days to prepare for a raise. I knew it was achievable but would require a significant time investment. I engaged four days a week, embedded in the organization, partnered with their Director of Operations and external accountants, and delivered on time.

Once the engagement begins, I recommend weekly check-ins with the CEO. This ensures alignment, prevents surprises, and maximizes value.

What does success look like at the end of an interim CFO engagement?

Success means leaving the company stronger, clearer, and ready for the next stage. When evaluating whether an interim CFO delivered, here’s what to look for:

1. Goals Met (and Measured): The specific objectives of the engagement—whether fundraising readiness, financial cleanup, restructuring, or scaling support—have been achieved within the agreed timeframe. Ideally, there are clear before-and-after benchmarks to show the progress made.
2. Organizational Clarity: The leadership team should walk away with a crystal-clear understanding of the improvements delivered and how those changes position the company for growth.
3. Strengthened Team and Processes: A strong interim CFO should go beyond solving immediate issues and leave behind upgraded processes, tools, and a more capable finance team that can operate at a higher level.
4. Clean Handoff: The next finance leader (full-time CFO, VP of Finance, or Head of Finance) should be able to step in seamlessly with reliable systems, accurate reporting, and a clear roadmap.
5. Lasting Value: Perhaps most importantly, the engagement should leave the company better equipped to scale. That could mean stronger investor relationships, sharper visibility into cash flow, or more disciplined financial decision-making.

Think of success as not just bridging a gap, but elevating the business so that whoever comes next can build on a solid foundation.

Ask Yourself: Is Now the Time for an Interim CFO?

• Are we facing a leadership gap (maternity leave, vacancy, transition)?
• Do we need specialized expertise to tackle a complex challenge (fundraising, scaling, restructuring)?
• Can our current finance team handle the next stage of growth alone?
• Do we have time to wait for a permanent hire, or do we need impact within weeks?

If your answers suggest urgency or complexity, an interim CFO could be the right bridge to get your startup where it needs to go.

Burkland Can Help

At Burkland, we provide startups with flexible access to experienced CFOs who have “been there, done that.” Whether you need an interim CFO, a fractional CFO, or ongoing strategic finance support, our team is ready to step in and help you reach the next stage of growth.

Contact us to learn more →