Questions ABA owners ask.

Answers

1. 01

   I already have a bookkeeper and a CPA. Why do I need a CFO too?

   Your bookkeeper and CPA tell you what already happened. They close the books and file the taxes, and you need that. A CFO is the one who looks forward: which clinic to open, which payer to drop, whether to hire a BCBA or two BTs, and what a buyer will pay eighteen months from now. Same data, turned into the decisions that actually move the business.

2. 02

   We're only at $2–3M in revenue. Aren't we too small for a CFO?

   That's exactly the size where one wrong call costs the most. At $2–3M a bad payer contract, a mistimed BCBA hire, or a clinic opened in the wrong county shows up immediately in cash, and there's no margin to absorb it. The scope of the engagement flexes to the stage; the value of getting the next five decisions right doesn't.

3. 03

   How is this different from other fractional CFOs I've talked to?

   ABA and pediatric therapy are the foundation of this practice. Mike has served as CFO of a multidisciplinary therapy group, and our ABA work uses CentralReach, EVV, BCBA productivity, payer mix, and Medicaid HCBS waivers to connect financial reporting to the decisions owners face.

4. 04

   How much of my week is this actually going to take?

   About an hour most weeks, plus a real working monthly review. We do the building (the model, the dashboards, the variance work) and bring you decisions, not homework. The whole point of hiring a CFO is to get hours of judgment back, not lose them to another vendor.

5. 05

   What's the commitment? Can I cancel?

   No long-term contracts. We start with a ninety-day scoped engagement, then month-to-month. If the work isn't paying for itself, we'll tell you before you have to ask.