For many mid-sized, privately held, and family-owned businesses, the traditional accounting function is built for compliance, not for strategy. It’s equipped to track expenses and report past performance, but it often falls short of providing the forward-looking, strategic financial leadership needed to navigate today’s unpredictable economic landscape. This is where a critical gap emerges—a gap between simply reporting on cash and actively managing it.
In 2026, cash is more than just king; it’s the lifeblood of a resilient organization. The ability to optimize cash flow, mitigate risk, and prepare for future opportunities will separate thriving businesses from those that merely survive. I’ve seen this firsthand in my two decades of experience, where I’ve consistently worked as an “operational CFO”—a leader who understands how financial numbers translate into business realities and can create the “story behind the numbers”.
If your business is struggling with unpredictable cash flow, persistent inventory problems, or inefficient financial processes, it’s a clear signal that strategic financial leadership is needed. Here are five essential ways a strategic CFO can help you optimize your liquidity and position your business for sustained success.
1. Go Beyond the Numbers: Embrace an Operational Mindset
A traditional CFO focuses on the books. An operational CFO, however, focuses on the business. My unique background means I don’t just report on the numbers; I understand the day-to-day operations that create them. This integrated perspective is crucial for identifying cost-saving opportunities and ensuring financial strategies support efficient operations.
A recent survey by Deloitte found that 62% of CFOs are now spending more time on operational decisions than on traditional finance tasks, reflecting a fundamental shift in the role. This trend is not about CFOs becoming COOs; it’s about integrating financial discipline with operational strategy. For example, a CFO with an operational mindset can identify a persistent inventory problem—a common pain point for many businesses—and then use that insight to implement a cost-reduction strategy that frees up capital. My experience doing exactly this has allowed companies to save millions of dollars and improve cash flow by streamlining processes and eliminating waste.
2. Leverage Technology for Unprecedented Visibility
Outdated financial systems are a major roadblock to strategic growth. They are often a patchwork of disconnected spreadsheets and legacy software that make it impossible to get real-time, accurate financial data. Without this visibility, you can’t make informed decisions about cash allocation, investments, or cost-cutting initiatives.
Investing in and upgrading financial technology is not an expense; it’s a necessity for future-proofing your business. I have firsthand experience in leading these projects, having overseen the implementation of critical systems like a pricing software called Pros and a business intelligence software. My background also includes overseeing a major upgrade of the JD Edwards ERP system, which had been neglected for years. This was a complex project that was essential for improving financial reporting, internal controls, and overall efficiency.
Furthermore, the rise of AI in finance is transforming everything from forecasting to fraud detection. In 2026, CFOs will leverage AI-driven tools to automate routine tasks, streamline financial processes, and provide more accurate and dynamic forecasts. A McKinsey report notes that generative AI could add between $200 billion and $450 billion in value to the banking and financial services sector alone, highlighting the transformative potential of these technologies. By implementing these solutions, a fractional CFO can help your company reduce overhead and ensure your financial house is in order.
3. Build Financial Resilience Through M&A Expertise
For many privately held and family-owned businesses, the ultimate goal is a successful exit. Without the right financial leadership, this process can be fraught with risk, and you may fail to maximize the company’s true value. As a seasoned executive who has led M&A transactions totaling over $2 billion in deal proceeds, I bring battle-tested expertise to the table.
My experience includes leading a company’s sale to a publicly traded entity for $330 million. As the only person on the management team with prior M&A experience, I led the entire process, from preparing the business for sale to facilitating the complex due diligence and legal negotiations. This is an area where a fractional CFO can be an invaluable asset, providing the deep financial acumen and risk mitigation strategies needed to ensure a high-value transaction.
The M&A market is constantly evolving, with recent reports showing that private equity firms are increasingly looking for companies that have strong financial controls and clear growth trajectories. This means that getting your financial house in order is no longer a “nice to have”—it’s a critical step toward attracting the right buyer and securing the highest possible valuation.
4. Strengthen Financial Reporting and Controls
Without robust financial reporting and internal controls, it’s impossible to make confident strategic decisions. A lack of reliable data can lead to missed growth opportunities and poor investment choices. A key role of a strategic CFO is to establish a strong financial foundation by developing robust internal controls and improving the financial reporting process.
I have experience fostering strong relationships with auditors and fiscally-focused legal teams, which is essential for ensuring transparency and compliance. I understand the importance of making financial data accessible and understandable to all levels of the organization, a capability that allows me to provide “excellent analysis, which any level of employee can understand”. This is how a CFO can empower an entire organization, turning financial data from a bureaucratic requirement into a tool for growth.
5. Drive Profitability Through Cost Reduction and Process Improvement
The path to profitability isn’t always about increasing revenue; it’s often about reducing waste. In my career, I’ve implemented initiatives that have led to significant cost savings and improved financial processes. For example, by identifying and eliminating waste and inefficiencies within a system, I was able to save a company tens of millions of dollars.
This requires a hands-on approach that looks at the entire business, from supply chain and manufacturing to administrative processes. It involves asking the tough questions and working collaboratively to find solutions that drive profitability. My experience as a CFO/COO means I can seamlessly integrate financial and operational strategies, ensuring that every cost-reduction initiative has a tangible, positive impact on the bottom line.
Brent Cranmer CFO
The challenges of unpredictable cash flow, inefficient processes, and complex transactions are real. But they are not insurmountable. The right financial leadership can bring order, insight, and a clear path to profitability. A fractional CFO engagement offers the precise level of support you need to solve these problems without the overhead of a full-time executive.
My experience as an operational CFO who has driven enterprise value, led M&A transactions, and implemented critical financial technologies makes me uniquely positioned to help.
If your business is at a critical juncture and needs strategic financial leadership to optimize cash flow, mitigate risk, and maximize profitability, let’s talk.
