A complete accounting function
Bring bookkeeping, close, reporting and financial leadership together under one coordinated scope.
Financial Services
CFO leadership for recovery, reporting and the transaction ahead.
For PE sponsors, boards and founder-led businesses, Mark provides financial leadership, cash governance, lender and audit coordination, and diligence support. Engage an interim or fractional CFO, a complete accounting function, an extension of your team or a defined project.
CFO & Advisory
CFO & strategic advisory
Financial leadership for sponsors and boards: cash governance, covenant and lender reporting, diligence preparation, audit readiness and operating priorities. Hands-on execution or advisory, according to the scope.
- Cash flow forecasting and management
- Budgets and financial models
- Performance and variance analysis
- Cost structure and profitability analysis
- Financing and capital raise support
- Acquisition and sale due diligence
- Lender, covenant and board reporting
- Audit readiness and auditor coordination
- Financial and operating priorities
Controllership
Controllership & reporting
Discipline in your close and confidence in the information you rely on.
- Month-end and year-end close
- Financial statement preparation
- Accruals, prepaids and fixed assets
- Multi-entity and intercompany accounting
- Consolidations and foreign currencies
- Accounting processes and internal controls
Bookkeeping
Bookkeeping & back-office support
Consistent execution of the work that keeps your financial records current.
- Transaction recording and classification
- Accounts payable and vendor accounting
- Accounts receivable and billing support
- Bank and credit card reconciliations
- Expense tracking and general ledger maintenance
- Balance sheet supporting schedules
Specific Matters
Cleanup & complex accounting
Resolve the issues holding your financials back.
- Historical reconciliations and financial cleanup
- Accounting system implementation
- Lease and acquisition accounting
- Audit preparation and auditor coordination
- Reporting and ledger discrepancies
- Accounting policies and close procedures
- Lender and covenant reporting support
- Audit preparation under tight timelines
- Post-acquisition accounting integration
- Historical cleanup after leadership and team departures
How we engage
The right level of involvement.
An extension of your team
Keep your existing staff and add controller or CFO expertise, oversight or execution capacity.
A defined project
Resolve a reconciliation, rebuild a forecast, prepare for due diligence or bring a delayed close current.
No minimum commitment. Pricing reflects the scope of work.
Selected engagements
Selected financial work.
Examples from Mark Fackrell’s finance and operations leadership engagements.
Global, multi-entity professional services
10 weeks
18 months of unclosed books cleaned up.
Audit completed.
Eighteen months of unclosed books. A completed audit in 10 weeks.
A private equity-owned, global, multi-entity professional services firm with approximately $100 million in revenue faced 18 months of unclosed books, a badly implemented ERP system and unreliable legacy records. The prior personnel had departed, leaving a completely new accounting team to untangle the problems.
Mark provided interim accounting and controllership leadership, working with the new team to restore the monthly close, reconcile the records and complete the annual audit in approximately 10 weeks. He also supported acquisition due diligence.
Private equity-owned education business · Company sale
Financial recovery, a company sale and a year of operational leadership.
Mark stepped into a private equity-owned education business with its books in disarray, cleaned up the financial records and led the business through its sale to private equity at approximately $100 million in valuation.
He served for one year as interim CFO with significant operational responsibilities, leading across finance and business operations until a full-time CFO was onboarded.
Scope: Financial cleanup · Operational CFO · Sale leadership · Transition to permanent leadership
Solar infrastructure business
Financial and operational leadership through restructuring.
Mark carried significant operational responsibilities alongside financial leadership at a solar infrastructure business navigating Chapter 11. He installed 13-week cash governance and helped protect core operations through the restructuring.
Scope: Operational leadership · Cash governance · Restructuring
Nonprofit financial reporting
Making the financial picture clear and usable.
Prepared organization-wide budget-to-actual reports, income statements and balance sheets for grant reporting. Aligned reporting categories to approved budgets and tied reports to the underlying accounting records.
Scope: Financial statements · Budget reporting · Grant support
Accounting systems & reconciliation
Getting two systems to tell the same story.
Performed invoice-level reconciliations between accounting and billing systems. Isolated unmatched items, duplicate records, credit issues and amount differences to identify the causes of receivables discrepancies.
Scope: Accounts receivable · System reconciliation · Issue resolution
Client names are withheld to protect confidentiality.
Capital-provider and startup finance
Early-stage technology
Test the model before the pitch
Mark built a financial model for a business-plan competition and an angel-fund presentation, challenging the team’s assumptions. A client recommendation recounted that the company won the competition and drew investor interest.
Angel investment · 2009–2010
Evaluate from the capital-provider side
Mark analyzed prospective investments and built pro forma financials for companies an angel investment fund was considering.
Financial services practice lead
Mark Fackrell
Interim Executive · Finance, Operations & Transactions
Mark walks into businesses whose financial and operating infrastructure is failing, works out what is really happening and takes responsibility for fixing it. Over 25+ years and more than 50 companies, including private equity-owned businesses, he has led financial recovery, close and reporting, cash governance, audit, diligence and sale preparation, and has carried operating responsibility until permanent leadership was in place. He has provided interim CFO leadership since 2008 across technology, manufacturing, construction, e-commerce, education, professional services and infrastructure. He leads C³’s financial services practice.
Full profile →Begin with a conversation.
email Mark directly for an urgent need. We respond within one business day.
We start with the work your business needs and the right level of involvement. Every conversation is confidential.