Maximize the financial potential embedded in your business
Create control, stop leaks, and maximize profits
External CFO Services, a hands-on Fractional CFO who delivers financial resilience, clarity, and confidence for CEOs
“In the business world, the rearview mirror is always clearer than the windshield”
Warren Buffett
Why Advanced financial support?
Growing companies with annual revenues of approximately ILS 20–150 million reach a critical point: they are too large to rely on backward-looking reporting alone, yet are not always equipped with senior-level CFO-grade financial control and management mechanisms that enable confident forward-looking decisions.
Who Is This Service For?
- CEOs and controlling owners who feel the business has grown, but the finance function still operates like a small company.
- Companies that want to stop “putting out fires” and move to cash flow control and proactive planning.
- Controlling owners planning a fundraise or exit within 3–5 years, and looking to maximize value through improved profitability, order, and management transparency.
- Organizations looking for a sparring partner for the CEO: a professional thinking partner who challenges assumptions, brings scenarios, and sharpens decisions based on data
The Financial Framework: Five Pillars
Active Cash Flow Management
So you don’t discover too late that cash runs out mid-month
Segmented Profitability Analysis
So you stop selling a lot and earning too little.
Understanding profit centers by product, customer, or project. Identifying leaks in margins and systematic improvement of the bottom line.
Working Capital Optimization
Releasing cash trapped in inventory and receivables, shortening the cash conversion cycle. This is often the cheapest financing for growth.
Representation and Confidence with the Banking System
Professional dialogue with banks, supporting materials, forecasts and scenarios, with the goal of improving terms and credit facilities and reducing costs.
Budget and Control as a Management Compass
Translating strategy into numbers and managing through real-time data.
Value Creation and Preparation for Growth, Fundraising, or Exit
When needed, The support also includes preparing the company to a standard that creates trust among investors, buyers, and banks: organized financial statements, presentation of consistent operational profitability, process documentation, and organized preparation of background materials and data room according to scope and need. The goal is to reduce risks in due diligence, shorten processes, and improve bargaining position.
Hear from Our Clients
Our Clients
Questions and Answers
I already have a bookkeeper and an accountant. Why do I need a Fractional CFO?
Your external auditor and accounting function focus on retrospective reporting and regulatory compliance. Our role is to look forward: to build a growth strategy, manage future risks, and increase company value in practice through management tools that typically do not exist in a standard accounting function.
We're a "traditional" company. Are your tools relevant for us?
Absolutely. In operational companies with inventory and complex collections, the improvement potential is often the highest. Our experience enables implementing advanced management tools in a traditional organization without shaking up the system, giving an immediate competitive advantage.
How soon will we see results in the field?
We believe in “quick wins”. Within 30–60 days, we can create full cash flow visibility and release cash from working capital. Deeper profitability improvement processes typically take 3–6 months.
How do we measure the ROI (return on investment) on the service?
With clear metrics: free cash flow, operating margin, working capital, financing costs, and improved planning capability. Sometimes releasing working capital or fixing pricing covers the cost of the support in a short time, while creating ongoing contribution. In addition, at the end of each month there is a concise summary of the value created in practice.
How much time will this require from me as CEO?
The goal is to save you time. After the diagnostic stage, we move to a “control room” routine where we distill the financial noise into clear decision recommendations, so you can focus on business growth with peace of mind.
I'm planning to sell the business in a few years. Should I start now?
Absolutely. Improving profitability, order, and control processes takes time to become consistent and credible. The earlier you start, the more you can build a track record that strengthens valuation and the other side’s confidence.
About
Eitan Alon, CPA, MBA
After more than 20 years of CFO experience in international and high-growth companies, I now bring the standards and methodologies of leading organizations to mid-market businesses.
My role is to maximize the financial potential embedded in your business. I don’t settle for reporting on the past. I operate as a business partner on two core tracks:
- Building a control and performance infrastructure
- Identifying “money left on the floor”
I believe in long-term relationships based on measurable bottom-line results, month after month.
The Next Step to Increase Your Company's Value
In a short conversation, we will identify together where you believe there is untapped potential: collections, pricing, contracts, working capital, or banks, then define practical next steps.
We invite you to an initial meeting at no cost.