Every finance seat starts the same way: find the decision the company is making badly, then fix the system underneath it. What that looks like depends on why you are hiring.
If this is your situation
First 30 days
By day 90
You bought a company and are still running two
Map both finance stacks, definitions and owners; name the measures that disagree.
One set of definitions, one close, one board view; an integration plan with owners and dates.
Revenue is growing and nobody trusts the forecast
Trace the forecast to its inputs and find where the numbers are typed rather than pulled.
A forecast built from the systems of record, with a weekly cadence the leadership team uses.
Hardware, software and services share one P&L
Split the economics by line: margin, attach, renewal and cash timing.
Pricing and packaging decisions made on unit economics, not blended averages.
The board package does not answer the board's questions
Ask each director what they need to decide; compare it with what they get.
A shorter package built around those decisions, with the same measures every month.
You are preparing to raise, sell or professionalize
Run the diligence on yourself before anyone else does.
A data room that survives the questions, and controls a buyer or investor would sign off on.
The founder is still the CFO
Take the finance work off the founder's desk without taking the decisions.
The founder decides with better numbers; finance runs without the founder in the loop.
If your situation is not on this list, tell me which decision is being made badly and what it costs. Email me or book 20 minutes.