Chief Financial Officer

Core Responsibilities:

Designing and implementing scalable finance processes (job costing WIP cash forecasting billing controls reporting).

Maintaining strong cash flow working capital discipline and bonding/lender credibility

Partnering with the President and Operations Leader on growth decisions risk tradeoffs and capital planning. Co-Pilot not Gatekeeper

Leading finance systems modernization (ERP jobcost integration reporting cadence) Growth from 30M to 200M will break spreadsheet-based finance

Establishing enterprisegrade financial governance without slowing operations

Building and developing a finance organization capable of rapid growth scale

Required Experience (NonNegotiable)

Search must prioritize candidates who meet all of the following:

Prior CFO or senior finance leadership experience in construction specialty trades or capitalintensive projectbased businesses

Direct experience scaling a business past $300M in revenue

Handson ownership of:

o Job costing and WIP reporting

o Cash flow forecasting in a retainageheavy environment

o ERP or core finance system replacement

Proven track record working with banks sureties and external stakeholders

Experience building standardized finance processes across growing teams/companies

Strongly Preferred Background

Heavy civil concrete or industrial construction exposure

Experience in highgrowth or privateequitybacked environments

Demonstrated willingness to challenge leadership when growth threatens cash margin or controls

Reputation as a practical operator not a theoretical finance leader

What Success Looks Like (1224 Months)

Hire a Controller to bring financial rigor controls and discipline.

Finance processes operate consistently without reliance on individual heroes

WIP cash forecasts and financial reporting are trusted by leadership investors lenders and sureties

Cash flow volatility decreases despite higher revenue

Margin visibility improves across projects

Finance function scales ahead of growth not behind it

What This Role Is Not

Not a controllerlevel accounting role

Not a passive reporting or compliance position

Not a turnaround or costcutting mandate

The expectation is for a highly strategic close partnership model between the owner and CFO where the CFO functions less as a traditional reporting lead and more as a true business partner and financial co-pilot across all operating entities. (Concrete Construction Marina Development/Property Management)

• Level of Partnership

  • The President is expecting a high-touch embedded CFO relationship not a remote or purely reporting-focused finance function.

  • The CFO is expected to act as a trusted advisor across construction marina operations and property management helping connect operational decisions directly to financial outcomes.

• Autonomy vs. Involvement

  • The CFO is expected to have strong autonomy over financial reporting forecasting systems and controls including the authority to standardize processes across entities.

  • At the same time the CFO is expected to be deeply involved in strategic decisions including:

    • Capital allocation across business entities

    • Project selection and financial structuring (especially construction)

    • Investment decisions in marinas and property assets

    • Development (including external tax resources) and execution of Tax strategies

  • Day-to-day operational decisions remain decentralized but financial governance and performance oversight are centralized under the CFO.

• Working Relationship with Owner

  • The owner operates as an operator-led decision maker with limited formal financial training which increases reliance on the CFO for interpretation framing and recommendation.

  • The CFO is expected to:

    • Translate complex financial and project data into clear decision-ready insights

    • Provide direct guidance on tradeoffs risk and capital priorities

    • Challenge assumptions when necessary while maintaining alignment with the owners strategic intent

  • The relationship should function as a continuous working dialogue rather than periodic reporting cycles

• Strategic Expectation

  • The CFO is effectively expected to bring structure discipline and financial rigor to a multi-vertical operating business that is still maturing in financial sophistication.

  • Success in the role depends heavily on the ability to educate influence and guide the owner through financial decision-making not just report outcomes.