Controller

Controller & Chief Accounting Officer Roles

You are the one who makes sure the story in the board deck actually ties back to the ledger. You live in the details, but you also see where the business is headed. This page is for Controllers and Chief Accounting Officers who want that next step to be more than “another close” – whether that means a broader leadership role, a path toward CFO, or a high‑impact role in a scaling company.

Why Controllers & CAOs Talk To Me

Most Controllers and CAOs I work with are the quiet problem‑solvers behind the scenes. You are asking yourself questions like:

  • Is my next move a bigger, more complex controller seat – or a true step toward CFO?
  • Do I want to stay in a stable environment, or help a scaling company that needs structure and control?
  • How do I position myself so I am seen as more than “just” the person who closes the books?

My role is to translate your background into specific options: PE‑backed platforms, founder‑owned businesses, VC‑backed startups that finally need real accounting, or a controller/CAO role that clearly sets you up for CFO in 2–3 moves.

What You Actually Do For A Business

Job descriptions often shrink the Controller/CAO into “owner of the close.” The reality is much bigger.

In healthy companies, Controllers and CAOs:

  • Own the accuracy and integrity of the financial statements and reporting under GAAP.
  • Design and enforce internal controls so the company can grow without chaos or fraud.
  • Lead the accounting team, mentor staff, and define how work gets done.
  • Liaise with auditors, tax advisors, and regulators, and keep the company compliant.
  • Partner with the CFO and leadership on policies, systems, and KPIs that drive performance.

In scaling companies, the best Controllers are not just record‑keepers – they are builders of process, systems, teams, and visibility.

Example: The Controller Who Stabilizes A Scaling Business

Picture a company that has just doubled revenue in two years, added new products and geographies, and is running on a patchwork of systems. The CEO feels “profitable” but cannot explain cash swings; the board is uneasy.

A strong Controller steps in and:

  • Standardizes the close, shortens it from 25 days to under 10.
  • Leads an ERP or key system rollout, cleaning up charts of accounts and integrations.
  • Builds cash‑flow forecasting and scenario planning so leadership can see 6–12 months ahead.
  • Implements controls and approvals that reduce errors and leakage without choking the business.
  • Creates dashboards that show margin by customer, product, or region.

Suddenly the CEO and CFO are making decisions on real numbers, not guesses – and investors or owners sleep better at night. That is the impact you bring.

Controller vs Chief Accounting Officer: Where You Fit

In some companies, “Controller” and “CAO” are used interchangeably; in others, they signal different scope.

  • Controller – Owns day‑to‑day accounting operations: close, reconciliations, AR/AP, payroll, tax and GAAP reporting, audit coordination, and managing the accounting team.
  • Chief Accounting Officer – Everything above, plus a greater focus on governance, risk, complex transactions, and partnering with the CFO on policy, investor‑facing issues, and strategic initiatives.​

I work with both titles. The important question isn’t what is on the business card – it is what you truly own today and what you want to own next.

Established Controllers Looking For More Strategic Impact

If you have “seen it all” in the close and audit cycle, the real question becomes: what is the next layer of responsibility you want?

Common directions:

  • Moving into a more complex, multi‑entity, multi‑currency environment.
  • Taking ownership of more systems and analytics (ERP, BI, automation).
  • Expanding your scope into budgeting/forecasting and business partnering.
  • Stepping into a CAO title with visible C‑suite and board exposure.

I help you find roles where you can keep doing what you do best – accuracy, control, and leadership – but in environments that stretch you beyond “just closing the books.”

Controllers In Startups & High‑Growth Companies

A lot of founders wait too long to hire a proper Controller. By the time they do, the books are behind, cash is unpredictable, and no one trusts the numbers. That is where you come in.

In high‑growth or VC‑backed settings, Controllers often:

  • Clean up historical accounting and bring everything into GAAP compliance.
  • Put in place policies and workflows for revenue recognition, expenses, approvals, and purchasing.
  • Lead or guide the selection and implementation of accounting and billing systems.
  • Build the first reliable reporting package for the CEO, investors, and lenders.
  • Work with sales/ops to make sure deals and operations actually show up correctly in the numbers.

You become the person who turns a “good story” into a clean data room and credible financials when it is time to raise money or sell the business.

Path From Controller/CAO Toward CFO

Many Controllers and CAOs quietly want that CFO title—but are not sure how to get there.

The research and real‑world stories are consistent:

  • Controllers who move up successfully learn the story behind the numbers and step into the business, not just the debits and credits.
  • They sit in on key meetings, support investor conversations, and take ownership of projects that touch operations, systems, and strategy.
  • They use their vantage point to become a “value articulator,” not just a historian of past results.

When we talk, we will look at:

  • Where you already act like a CFO (even without the title).
  • Where your exposure to investors, lenders, boards, or founders has been strongest.
  • What gaps you need to close to be seen as a natural successor for a CFO role.

Then we can target roles that either keep you at the top of the accounting pyramid—or deliberately put you on a CFO track.

What I Look At With You

Our conversation is about more than your software list and your close timetable. Together we dig into:

  • Stage and complexity: startup, lower‑middle‑market, PE‑backed platform, or more mature group.
  • Your comfort level with change, messiness, and building from scratch.
  • The kind of CFO/CEO you want to work with and learn from.
  • Your time horizon: are you optimizing for learning, stability, compensation, or a clear path to CFO?

From there, I can be candid about which searches fit you, and which ones won’t give you what you are really after.

How We Can Work Together

If this sounds like where you are in your career, here is how to start:

  • Share your resume or LinkedIn profile, plus a brief note on your current role and what “better” looks like for you.
  • If there is a live Controller/CAO or finance leadership search that fits, we will go into details.
  • If not, I will keep you in mind for confidential mandates and reach out when there is a role worth your attention.

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