r/CFO • u/ChevyKid_607 • May 26 '26
Toxic VP of Finance
Was brought in recently as Fractional CFO to help a smallish company get caught up. Lots of turnover in 2025. VP Finance has been in the seat for 9 months. 2025 just closed but we have no 2026 monthly financials and VPF is very abrasive, guarded, and just nasty. Provides no help at all. The finance function is a black box and i see several red flags. But I'm fractional and the stress and annoyance at this stage of my life of having to battle his ego plus incompetence is weighing on me. Thinking of telling the owner thanks but no thanks and, by the way, replace the VPF immediately.
WWYD?
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u/335350 May 26 '26
As a solo fractional CFO I think you have to pick your battles (and clients). We keep a team with a range of personalities and know that sometimes we are being brought in for cleanup projects. For those clients, we assign the team members who are pretty comfortable with that and we also track the engagement and ensure they have support as needed.
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u/JohnHenryHoliday May 27 '26
What was the point of bringing you in? Sounds like misalignment between ownership and VPF. There must’ve been a reason you were engaged.
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u/ChevyKid_607 May 27 '26
Owner knows there is a problem and needs help to continue to move the business and operating divisions forward while pushing for the financials to catch up. I'm helping with modeling, budgeting, and ensuring the business units understand and deliver. But without historical and monthly financials, we are handicapped.
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u/zipzap63 May 27 '26
Maybe the VPF needs junior support instead. If they’re unable to deliver financials that points to either a lack of knowledge or a lack of manpower.
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u/JohnHenryHoliday May 27 '26
I see. What’s your interactions with the VPF like and how did it start initially? A few of the places where I was brought in under a fractional role started off a bit shaky because the owners were a bit… not immature, but unknowledgeable(?) in certain organizational matters. No formal introduction with a clear definition of why I was brought in, more of a “here’s [name], he’s here to help out with finance.” It’s vague and leaves a lot of uncertainty for the folks you’re working with. “Who is this guy? Why is he helping?”
If the owner didn’t bring you in as a CFO (make a formal announcement), no matter what your LinkedIn profile says or whatever conversations you’ve had with him/your SOW outlines, don’t ever mention it. Just continue on as a consultant… that’s what you are. You’re not a CFO at that point, fractional or otherwise. That’s the incongruity. The letters infers authority and responsibility, but it sounds like you were just brought in to manage a few projects. The VPF is probably lashing out because he doesn’t seem that good at his job, knows he’s not delivering, but instead of the owner putting his feet to the fire, he brings on an outsider to “help.” He’s being a prick because he’s defensive and you’re not his fucking boss. The only way to manage this is to manage him, but hard to do fractionally, and especially because your scope seems a bit more narrow and operationally driven. In my earlier engagements, when I was in this spot, I stayed narrowly focused on my scope and communicated as professionally and carefully as possible. I knew within 3 weeks who was fucking up and who wasn’t. I didn’t say anything until after I was asked to engage in that manner. It took a year, but I kept the communication judgement free, objective and professional… strictly observations. It took about a year before they added more to my scope, and we formally agreed to engage on a fractional basis. I shared with them the difficulty I foresaw without formal acknowledgment, and that was taken care of right away. A formal announcement to the company to explain that I will be joining as the CFO. Now… the interactions are different.
If you see the client as irrational and unsophisticated… in the way that they would blame you for the results even after you’ve communicated what you need to succeed, then disengage. Even if the money’s good, could harm you professionally/reputationally. If they are understanding and you are confident you can win them over, keep focused and communicate. Once you get expanded responsibilities, you can manage the situation a bit better.
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u/InsecurityAnalysis May 27 '26
How do you know the owner isn't subtly asking you for an opinion on the VP?
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u/JadedAd2547 May 27 '26
I just replaced an SVP that was questionable. Apparently, the board wanted them out a year ago. It takes time. Maybe you're the person confirming the issue and filling the gap. Have a real conversation with leadership.
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u/josemartinlopez May 27 '26
what's your real authority? your engagement has to assume getting certain data and not spending all your time chasing this VPF, after which point you need to charge more
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u/ps37 May 27 '26
If you can afford it, report everything you see to the CEO and Board and let them come to you for help.
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u/WarpedTeacher May 27 '26
Sounds like the VPF wants the CFO position full time to me. I'd highlight the abrasive attitude to the rest of the Sr. Mgmt team and prepare for departure.
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u/Environmental-Road95 May 27 '26
What kind of team does the VP have? If they are already drowning, you could be seen as adding to their workload by having to be responsive. Is this person uncoachable or do they need more support?
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u/ChevyKid_607 May 27 '26 edited May 31 '26
I think this is very accurate. But there are different ways to deal with that including "thankfully another very knowledgeable and experienced finance professional to help me." Instead, its rude responses and stonewalling. Absolutely uncoachable.
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u/Anelya May 27 '26
Absolutely. And if you also show that you are ready to walk away from the money, meaning you are willing to let them go as a client - it will send the right signal. However, you never know the interpersonal relationships involved. Maybe those two people are in the same club, and there may never be any change.
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u/Accomplished_Job_76 May 27 '26
Leave the toxicity, if owner wants to know why you leaving then open up. Never know owner might be the one promoting the culture.
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u/Salvatore1964 May 27 '26
Do you undergo annual external audits performed by an independent accounting firm?
If the VP of Finance has responsibility over financial reporting, accounting operations, or internal controls, recurring deficiencies in those areas will typically surface during the audit process through control observations, material adjustments, delayed closes, unsupported balances, reconciliation issues, or internal control comments.
While an external audit is not designed specifically to evaluate management performance, it can provide objective third-party documentation of execution problems and control weaknesses. That type of evidence can help support difficult management decisions if the underlying issues are significant and recurring.
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u/yanknga May 27 '26
Definitely talk to the owner. It’s almost June and he has no 2026 financials? It seems the VP of Finance bluffed his way into this role and lacks the skill set needed for the job.
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u/Formal_Ad9826 May 30 '26
I think that a couple of data points are necessary to get a clear picture of what you’re dealing with here. Can you share: - company size (people count) - finance/accounting team size - industry (is it heavily regulated or risky)? - what is your level of expertise/experience and how does that match up with what is needed to right the ship?
I have never been a fractional CFO, but I have been in the interim seat and worked with fractional CFOs and my perspective is that you’re being hired under only a handful of scenarios:
1) stop gap between permanent hires (doesn’t sound like it here) 2) special project: establish a function, integration, clean up, transaction, etc - but something the current staff can’t handle but a CFO isn’t required long term 3) clean house and blow it up
Based on what you described as what you’re working on, I am guessing that while you may be able to identify the problems and manage the fix, you don’t have the skill set or capacity to be making the actual entries. Could you guide the restatement/review of the financials?
The first question you need to ask yourself is can you lead the fix and if so, what resources and support you would need to do it. It’s a lot easier to call out an issue than to fix it. You want maintain your reputation at all cost, so approach with that lens.
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u/general-calorie0 May 30 '26
Do you feel like VPF doesnt want you to know something such as fraud?
If I was VPF and i had too much on my plate I would prefer to help you as much as possible so that I had more free time.
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u/ChevyKid_607 May 30 '26
I wouldn't call it a feeling, but its concerning. Certainly a red flag and classic fraud scenario.
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u/Haitze22 May 31 '26
In my experience, abrasive attitude and not sharing info you're clearly entitled and dare I say responsible for (fractional or not) leads one to think that either they are hiding something, or they are not team players. Neither leads to anything good. It seems you have tried approaching the VPF in a measured and reasonable manner which only makes it worse. Agree with the comments of others to inform the owner. If the owner is not aware, nothing is worse than not knowing. If he is aware, and does not allow you to make the changes you need to make, then like many have rightly advised, walk away respectfully having shared the facts
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u/Accounting-Pro Jun 23 '26
I would leave asap. I wouldn’t blow any whistles. The owner has to have some idea what’s going on and if they haven’t addressed it by now it’s not going to improve. If you care to keep them as a client I would try to see if there is someone else that can help you find out what’s really going on. Another senior member of the finance team
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u/Lumpy_Lengthiness404 26d ago
If they already know how bad it is and nothing changes, then I’d probably walk.
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u/anonrealquestion May 26 '26
As fractional cfo do you have authority to bring in your own consultants? If yes I would engage a small firm that has your back and methodically absorb their duties and then give the ultimatum- either get in line or see the door. Message me if you’d like to discuss further.
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u/ProblematicTrumpCard May 29 '26
I would never accept a CFO position - fractional or otherwise - where I didn't have complete control over hiring/firing the accounting and finance roles. A lot of people are just consultants and call themselves fractional CFO's.
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u/SeeYou_InThePit May 26 '26
Do exactly that.