It’s Q3. Are Your Financials Where They Need to Be?

Michael John David
Michael John David

Lead Director, Direct Client Services

It’s Q3. Are Your Financials Where They Need to Be?
As we go further into Q3, now is the perfect time to pause and ask yourself: “Are your financials where they need to be?”

While the end of the year might still seem far away, in reality, Q3 is your best opportunity to get your company’s financials in order before the pressures of Q4 hit. It’s a critical window that allows you to make strategic financial decisions, adjust course, and prepare for the year-end without the last-minute chaos that happens during the final months of the year.

If your financials are disorganized, outdated, or unclear, you may be setting yourself up for unnecessary stress, audit delays, and operational setbacks. Fortunately, there’s still time to turn things around. In this blog, we’ll take a look at what you should do now to stay ahead and how Scrubbed’s finance solutions can help you close the year strong:

Why You Shouldn’t Wait for Q4

Many businesses often make the mistake of delaying their financial cleanup or planning until the very end of the year. However, once Q4 starts, tasks can pile up and the combination of financial close and tax preparations can quickly become a serious problem.

By waiting for Q4 to get your finances in check, you risk:

  1. Time-consuming reconciliations
  2. As your business transactions accumulate over the year, reconciling your books becomes more complex the longer you wait. In fact, only 53% of businesses complete their monthly close within six business days. By waiting until year-end, you are left with more accounts to verify and more time spent tracking down documentation that should’ve been organized months ago.  Inaccurate or outdated forecasts Revisiting your forecasts too often can be misleading, but waiting until Q4 also has its drawbacks. Business conditions can rapidly change, and the budgets and forecasts you made in Q1 may no longer be accurate by the end of the year. Maybe sales are running ahead of plan, maybe costs are higher than expected, or maybe the market shifted. With so many factors to consider, it’s nearly impossible to make informed decisions or reallocate resources effectively without updated numbers.
  3.  Audit and compliance risks Without updated financial records, audits can become a long and drawn-out process. Auditors will often request additional documentation and ask more questions to clarify any inconsistencies. Because of this, what could have been a straightforward and routine review can turn into a time-consuming back-and-forth that drives up costs.
  4. Overwhelmed internal teams By Q4, your in-house accounting team is likely already spread thin with managing day-to-day operations and handling budgets, reporting, and tax planning. Adding a last-minute cleanup or audit prep task load will only lead to burnout, rushed work, and mistakes that not only affect this year’s close but also spill into the next fiscal cycle.

What You Can Do Now to Prepare for the Next Fiscal Year

What You Can Do Now to Prepare for the Next Fiscal YearBy this time, you will already have enough data to spot trends, validate budgets, and adjust strategies, making it the perfect time to lay the groundwork for the next fiscal year.

Here’s how to make the most of this season:

  • Reconcile accounts and clean up your books. Don’t let unreconciled balances carry into Q4 as it will only make year-end harder.
  • Review year-to-date performance vs. budget. Compare actual performance to your budget to see what’s working, what’s off track, and where resources should shift.
  • Update forecasts and cash flow projections. Since markets, expenses, and customer behavior change, it’s best to recalibrate forecasts during Q3. With nine months of data available, you can ensure projects reflect reality instead of assumptions made at the start of the year.
  • Strengthen compliance and internal controls. Address gaps now to reduce the risk of audit findings and avoid last-minute scrambling.
  • Evaluate team capacity. If the team is already stretched thin, consider bringing in outside support or utilizing tools to avoid bottlenecks.

Get Ahead With Scrubbed’s Offshore Fractional Finance Solutions

Q3 is the best time to get ahead on your finances, and Scrubbed can provide the right level of support to make it happen. We provide offshore fractional finance tax and accounting solutions that give you on-demand access to experts who can step in quickly, fill capability gaps, and help you move forward with clarity and confidence.

Here’s how our fractional dream team can support you during this quarter:

  • Full-service bookkeeping & accounting. We manage your day-to-day bookkeeping and accounting tasks, keeping your ledgers updated, accurate, and audit-ready.
  • Audit preparation. Our team can organize your documentation and identify any issues early on, ensuring your records are audit-ready so you avoid last-minute stress in Q4.
  • Tax compliance & planning. With Scrubbed, you get expert support in navigating tax regulations, optimizing credits and deductions, and planning for a smoother year-end.
  • Accounting & finance staffing. If your internal teams are overwhelmed, you can tap Scrubbed’s finance and accounting professionals to provide the necessary support.
  • Forecasting and budgeting. Scrubbed can help you model different scenarios, track against your goals, and present reliable numbers to your board or leadership team.

With our fractional model, we can scale our support to your exact needs and provide you with the specialized skills you need to meet demands. Whether you need one accountant or an entire finance function, we’ve got you covered.

Use Q3 to Strengthen Your Financials—Before the Year-End Rush

Q3 gives you breathing room to make changes that actually impact results. It’s the best time to clean your financials, refresh your forecasts, and prepare your team for a smoother close.

If you want to take advantage of this crucial window, Scrubbed is here to ensure that your team is set up for success. Whether you need a short-term cleanup project or a long-term strategic partner, our experienced professionals can integrate into your business quickly and seamlessly. We work with business at every stage, from startups to more established companies across a wide range of industries, bringing the flexibility, knowledge, and structure you need to close the year.

Let’s make Q4 smoother, starting now. Reach out to explore how we can plug into your team this quarter.

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Building Your Finance Team: Four Decisions for a Hybrid In-House and Outsourced Model

Building Your Finance Team: Four Decisions for a Hybrid In-House and Outsourced Model

Building Your Finance Team was the closing conversation at The Future Is Fractional 2026, hosted by Scrubbed on September 24, 2026. Scrubbed’s Debra Andrews spoke with Ottavio Siani, a fractional CFO who also founded Triangle Coffee, which runs eight cafes across the Boston area and Washington, D.C. They walked through four decisions: whether to hire in-house or use a provider, how to vet an accounting partner, what to do in the first 90 days, and how to scale a hybrid team, plus where AI fits. The short version: divide work by context, vet partners on workload and industry fit, and expect in-house and outside capacity to grow together. Few finance leaders face a clean choice between building a team in-house and handing the work to a provider. Most end up with a mix. The harder questions are how to divide the work, how to choose a partner, and how to make the arrangement hold as the company grows. Session 5, the closing session of The Future Is Fractional 2026, a virtual conference hosted by finance and accounting advisory firm Scrubbed on September 24, 2026, took on those questions. Scrubbed Chief Marketing Officer Debra Andrews walked through four decision points with Ottavio Siani, a fractional CFO who also runs his own multi-location business, so he sees both the advice and the result. Key Takeaways: Divide work by context. In-house staff handle what’s new and unusual; a partner handles the routine. Vet partners on workload, industry fit and software knowledge, not just price. Four or five clients per accountant is a good answer, in Siani’s view . Be skeptical of full-automation promises. Several of his clients’ books went unclosed for months after trying them. Set cadences and communication rules early. Review cash weekly and the close monthly, and agree on response times. Bring the existing team along. Show them the work they’ll gain time for. Expect in-house and outside capacity to grow together. A provider scales in small steps; in-house hiring moves in big ones. Use AI, but keep a person accountable. AI can build the models; someone still has to give them a real read. What is a hybrid finance team? A hybrid finance team combines in-house finance staff with an outside provider, such as an outsourced or offshore accounting team or a fractional CFO. In Siani’s model, the in-house person supplies context and reviews the work, while the provider handles routine processing and produces reports. Meet the Speakers Debra Andrews (moderator): Chief Marketing Officer, Scrubbed. Ottavio Siani: Founder of Triangle Coffee, which runs eight cafes across the Boston area and Washington, D.C., and a fractional CFO for seven or eight years, serving more than 10 companies.  Decision 1: In-house or outsourced accounting? Usually Both Siani typically does both. Any finance support that isn’t full-time inside the company still needs someone inside to explain what’s happening day to day. He used his cafes as the example. A recurring charge from the same milk supplier needs no discussion; the offshore team knows the vendor from a shared vendor list and books it correctly. But a new coffee roaster is different. The name may not say what the company does, and the purchase might be an experiment that belongs in a research budget rather than cost of goods sold. Someone on-site has to explain it. How Siani divides the work In-House Finance Staff Outsourced or Offshore provider Transactions New vendors, new charges, anything new or unusual Recurring charges from known vendors on a shared list  Context  Explains what a purchase is for and where it belongs Books it correctly once the context is clear Reports Reviews them Produces them As the company grows An in-house controller may read the provider’s reports and design processes  Scales its time with the business That split gets more leverage out of the in-house person's time. “They’re not booking the debit and credit. Instead, they’re just dealing with the new vendors, the new charges, anything new that’s happening,” while the offshore team, in his case Scrubbed, handles the rest. Decision 2: How to Vet an accounting partner Across more than 10 fractional CFO clients, Siani often works with outside accounting firms, and has run the selection process many times. Accounting partner vetting checklist Question to Ask What Siani looks for How many clients does each accountant handle? Four or five is a good answer. He once heard 20; the team did good work but was grinding uncomfortably hard. Have they worked in your kind of business? His clients usually sell physical products, which brings inventory, payables, receivables and working capital challenges that software-only experience may not cover. Can they advise on software? Firms that work with many companies know which inventory or accounting tools fit which situations. How does the price compare with a full-time hire? He always runs that comparison, and it eliminates some options quickly. Are they promising full automation? A warning sign. On automation promises: AI tools are getting closer to automating larger portions of finance work, he acknowledged. But three or four of his clients signed up with companies promising fully automated accounting. It was “a disaster.” Books went unclosed for months while they tried to raise money, and he was brought in to clean up. “I’d be skeptical of any promise that… somebody will fully automate your accounting.” Decision 3: The first 90 days with a new finance partner It depends on the starting point, Siani said. Onboarding a partner at a company with little prior activity is straightforward. He also joined one company, working alongside Scrubbed, that had nine months of unclosed books and a botched attempt to consolidate two entities. There, the priority was indicative reports that gave executives a handle on the business, not a perfect close. Assuming no crisis, his foundation is cadence: Weekly, focused on cash: where it’s coming from and where it’s going. Monthly, reviewing the close. In both meetings, a roadmap and a prioritized issue list. Not everything gets fixed in the first close. If inventory balances are the biggest worry, start there and leave a mostly accurate receivables process for later. Agree on communication rules Companies and firms have different communication styles. Some companies only move when someone writes in all caps; a third-party firm sending polite emails and waiting may not realize that. Sometimes the fix is as simple as an agreed subject line: 'URGENT,' with a clear deadline and what happens if it's missed. So Siani sets explicit rules: Channel Expected Response Email   Within 48 hours Email marked urgent  Within 24 hours Messaging app  As soon as possible Bring the existing team along In-house staff often worry when a provider arrives. Occasionally, Siani acknowledged, someone is underperforming and being replaced. More often, the existing team is simply maxed out. He calms the nervousness by laying out the full list of work, showing it’s too much for the current team, and dividing it: “You will be reviewing this report. You will not be producing the report.” Convincing people that the provider frees them to focus on what they uniquely can do usually takes a couple of months. Decision 4: Scaling a Hybrid Finance Team Outside capacity scales more smoothly. A third party can scale “more linearly,” Siani said. Hiring in-house moves in steps, and part-time hires are hard to find: bring someone on, carry extra capacity until the company grows into it, then run short and hire again. A provider lets you add time as you grow. The two tend to grow together. He hasn’t yet seen a hybrid model outgrow its third-party resource at the small and mid-sized companies he works with. At some companies he has hired an in-house controller who then reads the provider’s reports and helps design the processes behind them. Large companies do this too, he noted, often using third parties for parts of the finance operation such as accounts receivable. AI for fractional CFOs: Faster models, Same accountability A person stays responsible. Siani agreed with the consensus from earlier sessions: a person must stay responsible for the output. Because AI tools can be so easy to work with, “it’s easy to kind of get a little lazy and not review something.” People signing off on information need to feel responsible enough to give it a real read. A year of progress.. He works mainly with Claude and says it has improved dramatically since a year ago, when the common complaint was that AI made things up and couldn't be trusted.. In one engagement, he spent nine months rebuilding a client’s finance function after a bad experience with previous providers. Much of the work was building financial models for a fundraiser. “I didn’t type a single formula into Excel.” He structured the models, commented on them and built in quality checks while the Claude did the building. A year earlier, he said, he’d have told you that building Excel models is what most people pay a fractional CFO for. “It’s a tool that’s too powerful to be ignored.” Across all four decisions, Siani's answer was rarely either-or. Keep the context and the review inside the company, let a partner carry the volume, and let both grow as the business does. This session is part of The Future is Fractional 2026.  For how team design connected every conversation at the event , read Own the Core, Access the Rest: What The Future is Fractional (TFIF) 2026 Revealed About How Finance Teams Are Being Rebuilt   what finance leaders are rethinking about talent, AI and team structure.

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Data, Cash and Deal Readiness: Finance Lessons for Scaling Technology Companies

Data, Cash and Deal Readiness: Finance Lessons for Scaling Technology Companies

The Technology Spotlight was one of three industry spotlights at The Future Is Fractional 2026, hosted by Scrubbed on September 24, 2026. Anthony John Rogador, Accounting Advisory Services Manager at Scrubbed, spoke with Abdul Wahab Zafar, SVP of Finance at Studycast, who has led M&A integrations and financial systems consolidations at fast-scaling companies. They covered building a single source of truth, rationalizing the tech stack, forecasting usage-based revenue by cohort, managing cash with payment terms, and preparing a back office for M&A. The short version: tie customer, contract and billing data together, hold payment terms firm, and operate as if you might sell tomorrow. Fast-growing technology companies tend to add tools faster than they connect them. Finance ends up consolidating data from systems that don’t agree, forecasting revenue that won’t sit still, and hoping the back office holds up if an acquirer calls. At The Future Is Fractional 2026, a virtual conference hosted by finance and accounting advisory firm Scrubbed on September 24, 2026, Session 4 split into three industry breakouts running at the same time: real estate, nonprofit and technology. In the technology track, Scrubbed Accounting Advisory Services Manager Anthony John Rogador spoke with Abdul Wahab Zafar, SVP of Finance at Studycast, who has run M&A integrations and systems consolidations at fast-scaling companies. Key Takeaways: Accurate financials start upstream. Customer, contract and billing data need a common key tying them together. 90–95% data alignment is often enough. The last last few percent can cost more than it’s worth. Forecast usage-based revenue by cohort . In Zafar's experience, a cohort’s second year grows fastest, then growth settles to low single digits. Protect cash with payment terms. Hold customer terms firm and negotiate longer vendor terms to create a cushion. Operate as if you’ll sell tomorrow. Buyers judge revenue by how well customer, contract and billing data tie out. Don't rush to merge systems after a deal. Move acquired customers into the process that already works. Meet the Speakers Anthony John Rogador (moderator): Accounting Advisory Services Manager, Scrubbed. [LINK: LinkedIn] Abdul Wahab Zafar, MBA, CMA : Senior Vice President of Finance, Studycast, with experience leading M&A integration, financial systems consolidation and scaling finance operations at fast-growing companies .  Building a Single Source of Truth upstream Finance, Zafar said, takes data from everywhere else and consolidates it. So accurate financials start 'on the head of the pipe,' with customer data. He thinks of each data set as a 'cube,' and the order matters: customer first, then contract, then billing, then vendors. Data Set The Question To Answer Customer Data  Who is buying from you, and is that record correct? Contract Data  What exactly did they buy? Billing Does billing reflect the same customer name and contract terms? Vendor Data Who do you pay, under which contracts, against which invoices? When those line up, he said, the financial data naturally becomes accurate and trustworthy. Standardizing data across disconnected systems Growing businesses add the tool they need and forget to connect it. Zafar’s approach: Define the North Star for your data, then break it into the steps needed to get there. Get leadership aligned. If data alignment isn’t a priority for sales or customer teams, finance can only do so much. Create a common hook. Every record in the customer, contract and billing “cubes” should share a key so anyone can trace one customer across all three. Decide whether the last 5% is worth it. Reaching 90–95% alignment is often achievable. The final 5% may require retooling working processes or systems that already work, and in his experience is often less cost-effective than working around it. Rationalizing the tech stack before adding tools New finance tools launch constantly. Zafar’s discipline before buying one Identify the actual problem you’re solving, in depth. Check whether your current systems can solve it . Many companies use only part of what a platform like NetSuite can do. Only then evaluate third-party options, with a clear picture of what you need. Keep it simple. The fix is sometimes the smallest tool on the market and don't create processes 'just to make it look like you're doing a good job.' Complexity has a staffing cost. “If it’s more complicated processes, then a lot of times you need a bigger team to manage those processes,” and most small and mid-sized finance teams run lean. Forecasting Usage-based Revenue by cohort Usage-based revenue billed on how much customers use the product, not a flat fee) shifts with business days, holidays and seasonality. As Zafar put it, 'It's not as simple as, the customer signed a $12,000 contract, my revenue is $1,000 a month.' Studycast groups customers into cohorts by the year they went live, because cohorts tend to behave consistently over time. Cohort Year Typical growth, in Zafar's experience Why Year 1  Partial year Customers go live partway through the year Year 2  Roughly 70% to 100% The first full year of revenue Years 3-4 onward  Around 4–5% a year Growth declines sharply, then settles Forecasting each cohort separately is more reliable than projecting the whole customer base at once. Separating enterprise and small-business customers to handle outliers The outliers at Studycast, single customers growing 100% or more a year, were mostly enterprise customers who went live at one site, then rolled out to others, compounding revenue month after month. The team now forecasts SMB and enterprise customers separately. Finance can’t forecast enterprise accounts alone, he added. Customer success and sales know whether an account is at capacity or has room to expand, which turns the forecast from “just a number on the paper” into a strategic decision. AI in Finance: Faster automation, Higher stakes for Data integrity Zafar sees AI making finance both easier and harder. It already helps automate bank and account reconciliations, reporting and financial decks. But deeper uses, such as combining data points to analyze a customer fully, depend on data that lines up across systems. Without that common hook, “it’s essentially garbage in, garbage out,” and AI may point you the wrong way. His team has also implemented third-party tools that automate accounts receivable (AR) and accounts payable (AP), significantly reducing processing time. They aren't cheap, he said, but they're 'not the Mercedes of the brands.' He spends two to four hours a week learning AI himself and encourages his team to practice and fail with it. “If you don’t do it, you’re gonna get left behind.” Managing Cash Flow with Payment Terms Predictable cash starts with predictable payment terms. “You live and die with your collections.” Net 20 means payment is due 20 days after the invoice date. Customer Terms (receivables) Vendor Terms (payables) Target   Net 20     Net 45, sometimes settling at net 30 How it’s held    Sales can’t change terms without finance approval; about 95% of customers are on net 20 Negotiate everything with vendors Exceptions Mostly larger customers or trades for something else Varies by vendor Support Dedicated people or systems chase late payers AP automation reduces processing time At those terms, collecting at net 20 and paying at net 30 to 45 works out to a cushion of 10 to 25 days. Not every customer pays on time, he acknowledged. The goal is for most (60–70%) to pay promptly and to have people or systems chasing the rest. M&A Due Diligence: Evaluating a Back office Zafar has been on both sides of deals. As the buyer, he starts with the P&L and balance sheet, but he spends most of his time on customer data. He pulls customer, contract and billing data and tries to merge them. If they tie out easily, revenue evaluation is straightforward. If not, the gaps tell him how much to trust the reported revenue. Most of the time the revenue is real, he said; the hard part is pinpointing the contract and customer behind it. As the seller, he makes sure the customer-to-billing chain is as accurate as possible, even if it lives in Excel, so the company can show the strength of its data. Just as important, finance, sales, customer success and the CRO should all tell the same story. Post-acquisition integration: don’t rush the systems The most common trap, Zafar said, is rushing to merge financial systems. The better move is to understand how data flows from customer to contract to billing, then move the acquired customers into your existing process. “If we are acquiring a business, we’re acquiring revenue.” Don’t break a process that works just to force systems together. Before closing, he said, the one thing finance leaders should understand is the target's billing process, from identifying a customer to signing a contract to sending an invoice. Finance is usually more involved before a deal closes, so it can then guide sales and revenue operations on how to bring that data across. Vendor data, by comparison, is 'a pretty easy lift.' M&A readiness checklist, drawn from the session Can every customer be traced across customer, contract and billing records with one common key? Would your customer-to-billing data tie out if a buyer tried to merge it? Do finance, sales, customer success and revenue leadership tell the same story about customers? Are payment terms consistent, and are exceptions approved and documented? Before closing a deal, do you understand the target’s billing process end to end? Rogador’s closing thought: Getting financial systems and data right doesn’t start when the deal shows up. It’s what makes you ready when it does. This session is part of The Future is Fractional 2026. For how deal readiness connects to the wider shift in finance team design, read Own the Core, Access the Rest: What The Future is Fractional (TFIF) 2026 Revealed About How Finance Teams Are Being Rebuilt   what finance leaders are rethinking about talent, AI and team structure.

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Building a Resilient Nonprofit Finance Function When Funding Is Unpredictable

Building a Resilient Nonprofit Finance Function When Funding Is Unpredictable

The Nonprofit Spotlight was one of three industry spotlights at The Future Is Fractional 2026, hosted by Scrubbed on September 24, 2026. Laurence Ruelo, Director of Business Development at Scrubbed, spoke with Costa John of CFO Assignments, who has decades of CFO experience across nonprofit and for-profit organizations. They covered the three pillars of financial resilience, tracking restricted funds, what to do when a major funder pulls out, board reporting, and how to build finance capacity without overbuilding. The short version: watch unrestricted cash, act early and in phases when funding is cut, and give your board the forward look rather than the history. For many nonprofits, the funding hasn’t disappeared, but its timing has become harder to predict. Grants arrive late. Proposals take longer to secure. Visibility six or twelve months out is thin. At The Future Is Fractional 2026, a virtual conference hosted by finance and accounting advisory firm Scrubbed on September 24, 2026, Session 4 split into three industry breakouts running at the same time: real estate, nonprofit and technology. In the nonprofit track, Scrubbed Director of Business Development Laurence Ruelo asked veteran CFO Costa John how nonprofits can build a finance function that is resilient, useful to leadership and scalable when resources are already stretched. Key Takeaways: Resilience rests on three legs: liquidity, flexibility and the cash cycle. Timesheets and integration drive restricted fund tracking. Programs are delivered by people, so staff time is what releases restricted funds. When funding is cut, act early and in phases. The first cost reductions are the cheapest ones. Don't hire strategy to fix bookkeeping. Get the books closing cleanly before bringing in a fractional CFO, or the CFO gets pulled back into reconciliations. Give boards the forward look, not the history. Show the outlook, its impact and a range of decisions. Watch operating cash flow, and show days of cash. “Reserves and profits are a matter of opinion. Cash is a matter of fact.” What is nonprofit financial resilience? It’s an organization’s ability to keep delivering its mission when funding is delayed, reduced or withdrawn. In John’s framing, that depends on having unrestricted funds(money not tied to a specific grant or purpose) available, enough cash on hand to absorb delays and a clear view of how long the organization must pay its costs before funding arrives. Meet the Speakers Laurence Ruelo ( moderator): Director of Business Development, Scrubbed. Costa John : CEO CFO Assignments, with decades of CFO experience across nonprofit and for-profit organizations, including as CFO of Sapiens North America.  The Three Pillars of Nonprofit Financial Resilience John frames resilience as a three-legged stool: Liquidity: The level of unrestricted funds the organization can draw on. Flexibility : The cushion to absorb a delayed grant or a slow proposal. The board usually sets it with the CFO as a target number of months of cash operating expenses. The cash cycle: How many days the organization must cover rent, salaries, travel and office costs before funding arrives. Together, they give the organization a stable footing. John acknowledged it’s hard for small nonprofits, but said building toward it should be a priority. How to Track Restricted Funds without the Spreadsheet Wrestling Match Restricted funds are grants or donations that can be spent only on a specific purpose or program. Start with timesheets. Nonprofit programs are delivered by people, so releasing restricted funds and matching expenses to grants comes down to how staff time is spent. “If you cannot have a good on-hand grip of where and how your program people are delivering against the mission, you’re already on a slippery slope." Integrate the systems. The more the organization’s systems connect end to end, the less restricted revenue tracking becomes “a wrestling match between confusing and sometimes broken spreadsheets.” Affordable, easier-to-integrate software has made that more realistic than it used to be. Contingency planning when a major funder pulls out Stay close to funders. Organizations with strong funder relationships can often see cuts coming, whether funders planned them or are reacting to their own budget pressures. Have the outline of a plan ready. John described a phased response, from least to most disruptive: Delay contractors and capital spending not required this year. Delay replacements when people resign. Delay salary increases. Delay benefits such as 401(k) matches. Only if those steps don’t buy enough time, consider reductions in force. Act early. Once you know funding is going away, move. “Your first cost reduction steps are ironically your cheapest ones.” Hesitating can make the eventual response more painful and more expensive. Board Reporting: Forward-looking Information, Not just data “Data is not the same as information,” John said. Boards can drown in numbers. He recommended spending little time on historical statements beyond a status update. “It’s hard asking a board to govern an organization looking in the rearview mirror.” Include in Board Updates What It Means The forward look The outlook for the coming period The impact If this happens, here's what it means financially Decisions,plural A range of choices and their impacts, not a single option to approve or reject Non-financial metrics, with the CFO at the table John pushed back on the idea that non-financial metrics are outside the CFO’s lane. Measures like schools reached, children served or outcomes achieved all have financial drivers underneath, and the CFO can help program leaders see the dollar value of their impact. He sees a missed opportunity with funders: payback . In one illustration, a program costing about $72,000 per school produces an estimated $112,000 per school in lifetime health and education benefits. Framed that way, funders hear two things: the program pays for itself, and more money would do more good. Aligning boards on cash reserves Reserves aren’t shareholders’ equity. John warned that board members without a finance background shouldn't read nonprofit reserves that way. Restricted reserves reported under GAAP are, in economic substance, obligations to deliver future programs, and the cash to deliver them needs to be available. Deficits change the math. With $10 million in grant revenue and $12 million in expenses, every dollar of programming costs $1.20. Delivering more of it without a plan to close the gap can dig the hole deeper, so healthy-looking reserves can offer “a comfort that turns out to be razor thin.” Boards don’t need the calculations, he said, but they should know to ask. Scaling Finance Capacity: Compliance vs. Value-added work Executive directors already juggle fundraising, programs, people and operations. John divides finance into two parts, with different ways to resource each: Non-negotiable: compliance and reporting Value-added: strategy and planning What it covers The Form 990, the audit, paying vendors, payroll Forecasting, budgeting, support at the fundraising and budget tables The risk It “can become a self-consuming monster” without integration and automation It gets crowded out if the CFO is pulled into bookkeeping How John would resource it Outsource it, or at minimum keep it separate from the CFO role A part-time or fractional CFO, kept out of the bookkeeping weeds Don’t hire strategy to fix bookkeeping. Bringing in a fractional CFO for strategic work while the books still don’t close cleanly means the CFO gets dragged back into reconciliations, “the most expensive way to solve the wrong problem.” Messy reconciliations also pull program leaders away from the mission. Start with the lightest system that works . John warned against buying the most sophisticated accounting system too early. A lightweight option such as QuickBooks with nonprofit modules usually serves growing organizations better, while complex systems can “grind the process to a halt.” Ruelo agreed, noting organizations that implement complex systems, don’t get the information they need and end up returning to simpler tools. Non-financial metrics, with the CFO at the table A dedicated CFO role, even a part-time or fractional one, onshore or offshore, kept out of the bookkeeping weeds . Relationship-driven roles such as the grant accountant, who knows program leaders, funders and nuances that may not translate if outsourced. The metric every Nonprofit leader should watch: Operating cash flow “Reserves and profits are a matter of opinion. Cash is a matter of fact.” A balance sheet can look healthy while cash is tied up in grants not yet funded, and “you cannot make payroll with grant certificates or invoices.” John recommended practicing short-horizon cash forecasting, starting at 30 and 60 days, until it becomes muscle memory, especially as the funding environment for nonprofits shifts. One Change to the Board packet: An Unrestricted Cash Schedule What to cut: Liability-side schedules, such as an accounts payable aging report showing how long vendors have waited to be paid. John called that too operational to help a board make a decision. What to add: a schedule showing how many days the organization can run on unrestricted cash. Start with unrestricted reserves. Subtract amounts already committed. Divide by daily cash expenses. The board then knows, at every meeting, how many days the organization can operate: 111 days, say, or 192. It's easy to focus on and easy to understand. Ruelo’s summary of the conversation:   Resilience starts with visibility, good reporting translates information into decisions, and finance capacity is about access to the right expertise at the right time, whether internal, fractional, outsourced or a mix. This session is part of The Future is Fractional 2026. For the themes that ran across every industry, read Own the Core, Access the Rest: What The Future is Fractional (TFIF) 2026 Revealed About How Finance Teams Are Being Rebuilt   what finance leaders are rethinking about talent, AI and team structure.

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"Scrubbed" is the brand name under which Scrubbed Advisory, LLC and Scrubbed Assurance, LLP provide professional services. Scrubbed Advisory, LLC and Scrubbed Assurance, LLP practice in an alternative practice structure in accordance with the AICPA Code of Professional Conduct and applicable law, regulations, and professional standards. Scrubbed Assurance, LLP is a licensed independent CPA firm that provides attest services to its clients, and Scrubbed Advisory, LLC provides tax, finance, and support services to its clients. Scrubbed Advisory, LLC is not a licensed CPA firm.

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