Acta CFO
Clear direction. Accountable execution.
A named finance leader takes the seat and owns the result. Acta AI runs underneath them, which is why one lead can carry a function that used to take a team, and why the work is the same on their day off.
When this is the right fit.
Acta CFO suits a specific set of situations. It is not a fit for every company, and Discovery exists partly to establish that.
A gap in the seat
The finance leader has left, is leaving, or was never there. The company needs someone accountable now, not after a search concludes.
Reporting nobody trusts
Numbers disagree between the board deck, the lender package, and the model. The close is late, manual, or dependent on one person.
A new hire who needs a function
A controller is joining and would otherwise inherit undocumented processes. Acta builds the function first and trains them into it.
What the seat owns.
Named in the engagement, and not substituted without your agreement.
- Close review and sign-off, on a calendar with preparer and reviewer separation built in.
- Board, owner, and lender reporting: the monthly package, whatever your capital structure requires, and a rolling cash forecast.
- Technical accounting positions, statutory and tax compliance, and the outside providers who touch them.
- The audit, end to end, through issuance. Planning, fieldwork, memos, disclosures.
- Day-to-day direction of the accounting team. You keep line management.
- The rebuild of what is broken underneath, sequenced to happen inside the close rather than on top of it.
The formal service scope, and the line between Acta responsibilities and customer responsibilities. The list above is drawn from work already delivered, not from an approved scope document.
Leadership, supported by the platform.
One example. The monthly close, and who does which part of it.
What the platform does
- Pulls every source overnight: ledger, payroll, billing, bank, time.
- Posts the recurring entries and reconciles the accounts.
- Stops on anything it cannot explain and routes it to a person.
- Files the evidence for each step as it goes.
What the lead does
- Sets the calendar and the standard the close is held to.
- Works the exceptions the platform raised, and decides what they mean.
- Takes the technical positions and the judgment calls.
- Reviews, signs, and answers for the result.
Month-end becomes a review rather than a build. The lead's time moves from assembling numbers to interpreting them.
From leading the work to handing it over.
The engagement is designed so that Acta CFO's involvement reduces. That is the intended outcome, not an exit.
Discovery
The lead runs the assessment: what systems exist, how the work is done today, who does it, and what the function needs. Findings and a recommendation come out of it.
Establish
The lead takes the seat and the platform deploys underneath. The close, the reporting, and the routine are rebuilt and documented while they run.
Train and transition
Your finance lead learns the function as it actually runs, supervised, with the documentation as the curriculum. Handover happens against agreed readiness criteria rather than a date.
Two things are unresolved and they change this section materially. First, whether the person trained is a controller the customer hires during the engagement, or the customer's existing finance staff. The current record says existing staff. Second, the training content, handover deliverables, and the readiness criteria that decide when a phase ends.
Reasons to believe.
Verified experience and credentials for the people who hold the seat, and one approved example of work delivered. Anonymised is fine and preferred. Nothing goes here until it can be sourced.
Tell us where the finance function stands.
Describe your current leadership situation, the systems you run on, and what is not working. Discovery starts from what is actually there.