Fractional CFO — 8-Figure DTC Ecom Brand (Remote)
About Us:
We're a DTC Ecom brand doing ~$10M/month on a subscription-first model, scaling toward $20M. Strong creative engine, strong paid acquisition, real product-market fit. Our financial visibility has not kept up. Right now we get a monthly P&L from a bookkeeper and that's it. We don't have contribution margin by SKU or by channel. We don't have a cash forecast. We don't know what our inventory is really costing us in tied-up capital. The honest version: the bank balance goes up, and that's the extent of our understanding. At $10M/month, that's not good enough. We're making seven-figure inventory commitments on 65-day lead times with no forward view of cash.
The Role:- This is a fractional engagement. We don't need a full-time CFO — we need a senior financial operator embedded with our leadership team who makes us dangerous with our own numbers.
- You'll work directly with the founder and COO. You are not producing reports for a folder. You're producing the two or three numbers that change what we buy, how hard we spend, and when.
- What You OwnCash forecasting. A rolling 13-week view we can actually make decisions on, built around PO timing and 65-day lead times
- Contribution margin. By SKU and by channel. Landed cost, fulfillment, payment processing, ad spend — the real number, not gross margin
- Chart of accounts and P&L structure. Our books are messy. Rebuilding them so the reporting means something is job one
- Demand planning support. Partner with our COO and supply chain manager so inventory commitments are tied to a forecast, not a guess
- Subscription and cohort economics. Payback period, LTV by cohort, and what we can actually afford to pay for a customer
- Financial dashboards. Weekly and monthly, on a cadence leadership runs onVendor and payment terms. Improving terms with manufacturers and suppliers to free up working capital
Debt readiness. We're not raising and not currently borrowing. But as we scale into subscription economics, inventory or growth financing is likely. We want to be ready before we need itNot in scope: Bookkeeping — we have an accountant who handles it and will report into this function. Marketing strategy, creative, and retention execution sit elsewhere.
Deliverables
Chart of accounts rebuilt and books trustworthy
Rolling 13-week cash forecast, maintained
Contribution margin model by SKU and channel
Weekly and monthly financial dashboard leadership actually usesPO and invoicing system that ties spend to forecast
A quarterly view of what we can afford: inventory commitments, ad spend ceiling, hiring
Requirements:- You've done this for DTC ecommerce brands at $20-50M+/year. Physical product, inventory-heavy, ideally subscription
- Deep command of contribution margin, cash conversion cycle, and demand planning in a long-lead-time supply chain
- You've rebuilt a messy chart of accounts and made bad books good
- You understand subscription economics — cohorts, payback period, LTV — and can tell us what we can afford to spend to acquire a customer
- Fluent in QuickBooks and Shopify; comfortable with subscription platforms and attribution tools
- You've been in the room when a company decided whether to place a seven-figure PO
Bonus: lender relationships and experience structuring inventory or growth financing
What We're Looking For:- You translate, not just report. We don't need more spreadsheets. We need someone who says "based on this, don't place that PO until March" and is right
- Comfortable with mess. You'll find the books in worse shape than described. That's the job, not a surprise
- Operator's instinct. You've worked inside scaling companies, not just advised them from outside
- Direct. If we're about to do something stupid with cash, we want to hear it in plain language
Engagement💰 $5,000 – $10,000/month depending on scope and experience 📅 Fractional 🌍 RemoteHow to ApplySend your portfolio + loom video on: what you built for a DTC Brand, a brand you took from messy books to real financial visibility, what specific decision changed as a result, and what it was worth.
