Part-Time Chief Financial Officer

Role: Part-Time Chief Financial Officer (CFO)

Time Commitment: 2–3 days per week

Location: Hybrid (Limerick / Dublin / Remote – Ireland)

Reports To: CEO (Tim Crowe)

Company Stage: Post-investment B2B SaaS / industrial software

 

1. Role Overview

We are looking for a hands-on, commercially minded part-time CFO to own our finance function, turn our numbers into investor-grade reporting, and help us deploy capital aggressively but intelligently.

You will partner closely with the CEO and leadership team to support our next phase of ARR growth, sales engine build-out, and international expansion (Ireland, UK, and beyond).

This is not a back-office only role: you will shape how we think about ARR, burn, pipeline, and funding and ensure our board and investors have clear, consistent information.

 

2. Key Responsibilities

2.1 Management Reporting & SaaS Metrics

• Own and improve the monthly and quarterly reporting pack for management and the board.

• Recast our reporting into a standard SaaS / recurring revenue format, including:

– Clear split between recurring vs project revenue and the impact on gross margin.

– Explicit Sales & Marketing line, plus other major cost buckets (R&D, G&A, etc.).

• Design, implement, and maintain a KPI dashboard, including at least:

– Contracted ARR vs live ARR, by quarter.

– New logo vs expansion ARR – targets and actuals.

– Churn, Net Revenue Retention (NRR), LTV, ACV / ARPA.

– ARR targets per quarter and progress against plan.

• Ensure our external reporting matches what we actually use internally to manage the business (e.g. contracted ARR as a primary North Star metric).

 

2.2 Revenue Recognition & Financial Controls

• Implement and maintain proper revenue recognition policies for subscription + services:

– Correct deferral of annual and multi-period invoices.

– Clear distinction between invoiced and recognized revenue in all reports.

• Work with the CEO and operations to standardise classification of:

– Recurring vs project revenue, and

– Product development vs project delivery labour.

• Strengthen financial controls and documentation suitable for:

– Future due diligence, and

– Larger funding rounds and potential international investors.

 

2.3 Cash Flow, Burn & Runway Management

• Own a detailed 12–24 month cash flow model, updated monthly:

– Integrate hiring plans, opex, capex, and pipeline / ARR assumptions.

– Show net burn (not just gross burn) and runway under multiple scenarios.

• Help management and the board set and monitor a clear burn / runway strategy:

– Define how far we are willing to increase burn when leading indicators (ARR growth, pipeline quality) justify it.

– Identify triggers for stepping up or slowing investment, especially in sales and go-to-market.

 

2.4 Working Capital & Debtor Management

• Take ownership of working capital, including:

– Regular DSO monitoring and debtor aging analysis.

– Specific tracking of higher-risk or special-case debtors (e.g. customers in administration).

• Evaluate and recommend invoice factoring / receivables financing options:

– Assess feasibility with our client base.

– Quantify potential additional funding capacity.

– Prepare clear recommendations on if / when / how to use such instruments.

 

2.5 Treasury, Banking & Capital Allocation

• Lead the relationship with our banking partners:

– Support KYC / AML onboarding.

– Structure deposit and notice accounts to balance yield vs liquidity.

• Advise on capital allocation decisions:

– Determine how much to lock away for 12+ months vs keep in shorter-notice instruments.

– Align treasury decisions with the cash flow model and hiring / investment roadmap.

• Contribute to the funding roadmap:

– Map current cash and projected burn to the timing of the next equity round.

– Help prepare concise investor updates to keep current and future VCs warm and aligned with our metrics.

 

2.6 Board Pack & Forecasting Discipline

• Own the finance section of the board pack:

– Ensure numbers, definitions, and narrative are consistent, transparent and easy to follow.

– Standardise terminology: ARR, contracted ARR, recurring revenue, project revenue, burn, pipeline, etc.

• Maintain and improve the hiring and spending model already created by the CEO:

– Headcount by function, hiring dates, and full cost (salary + on-costs).

– Operating expenses by category.

– Direct linkage between this model, ARR targets, margins, and runway.

• Provide scenario analysis to support decisions such as:

– Pace of building out the sales engine.

– When to add more customer success, product, or AI / data roles.

 

3. Candidate Profile

3.1 Must-Have Experience

• 7+ years in finance, with experience as CFO, VP Finance, Finance Director, or senior Finance Lead in:

– B2B software / SaaS, or

– Tech / product-led businesses with meaningful recurring revenue.

• Strong understanding of:

– SaaS metrics (ARR, NRR, CAC, LTV, churn, expansion, ACV, etc.).

– Revenue recognition for subscription and services.

– Building and maintaining 12–24 month financial models.

• Proven track record working with founder-led or early-stage VC-backed companies and boards.

 

3.2 Nice-to-Have

• Experience in industrial / manufacturing tech, MES, supply chain, or related verticals.

• Exposure to international expansion (UK / EU / US).

• Experience preparing companies for Series A / growth rounds and investor due diligence.

 

3.3 Skills & Attributes

• Hands-on operator: comfortable building models and reports personally; not just managing others to do it.

• Commercial mindset: able to challenge and support decisions on sales hiring, partnerships, and product investment.

• Clear communicator: can translate complex financial data into simple, actionable messages for the CEO, leadership team, and board.

• Structured and disciplined: brings order to reporting, definitions, and processes without slowing the business down.

• Comfortable in a fast-moving, high-change environment where priorities can shift based on customers and product progress.

 

4. Time Commitment & Ways of Working

• 2–3 days per week initially, with flexibility to scale up/down around:

– Board meetings and reporting cycles.

– Funding activity or investor processes.

– Major hiring waves or strategic projects.

• Combination of onsite and remote work, with occasional travel within Ireland / UK as required.

• Work closely with:

– CEO (Tim Crowe) and the wider leadership team (sales, product, operations).

– Existing bookkeeping / accounts resources.

– External accountants / auditors and banking partners.