Many companies believe that hiring a full-time CFO is a must. A sign of maturity once the company starts growing.
Of course, some companies — especially larger or highly structured ones — genuinely do.
But for smaller companies, what if this reflex was more cultural than rational?
What if the real need isn’t one person, full-time, but the right combination of skills at the right time?
Instead of asking “Who should we hire full-time?”, the right question might rather be: “What expertise do we truly need; and how much of it?”
The traditional reflex: one role = one full-time hire
It’s a model most businesses are used to:
- One function
- One full-time internal person
- One long-term commitment
This structure feels safe and familiar. It gives the illusion of control.
But in reality, it can create inefficiencies and frustration, for both the company and the people hired.
We’ve heard it many times:
- “They have to be internal. »
- « They need to understand the business.”
- “If they’re not here full-time, they won’t be committed.”
But commitment doesn’t come from a contract or an office badge. It comes from feeling useful, respected, and set up for success.
The real-life scenario
Let’s look at what often happens in practice:
- A company hires a senior CFO ad interim expecting strategic input and financial leadership. But after setting up the reporting, managing a few financing rounds, and attending board meetings… there’s not enough to fill a full week. The CFO ends up taking on tasks below their level… or worse, disengaging.
- To avoid overpaying for underused talent, some companies choose a more junior profile. That person handles day-to-day finance tasks but lacks the seniority to manage strategic matters. They feel overwhelmed. And they leave.
Either way, the model risks failing. Not because of the people, but because the setup isn’t right.
The alternative: flexible staffing
Instead of hiring one full-time person to “cover everything,”consider building a blended team based on your actual workload.
For example:
- 40% CFO: the part-time CFO can cover strategic needs: reporting to the board, financial planning, financing
- 40% Business Controller: to monitor performance, handle budgeting, and improve visibility
- 20% Accountant: to ensure daily numbers are accurate and timely
Each expert works within their real zone of impact. No stretch. No waste. No burnout.
This kind of structure is leaner, more resilient, and often more attractive for high-level talent looking for meaningful work — not just busywork.
An external consultant working 2 or 3 days a week can bring sharper focus and deeper value… if the scope is clearly defined through mission follow-up.
Reframing the question
So instead of asking:
“Who do we hire for this role?”
Ask instead:
“What expertise do we really need — and how much of it?”
You might find that one full-time CFO isn’t the answer.
A smart mix of part-time expertise might be exactly what your team needs.
At Altesia, we help companies structure their support functions based on real, not assumed, needs. We do this through flexible staffing, part-time roles and hybrid teams.
If you’re wondering whether your current team setup still makes sense, we’d be happy to share our perspective.
👉 Let’s talk.
