CFO - Fractional

We are looking for a senior CFO to lead and take full ownership of the financial agenda across the privately owned technology companies Keen Software House and GoodAI .

This is not a role for someone who waits to be assigned individual finance tasks or primarily manages and executes work defined by others. We are looking for a financial leader who owns the financial direction, builds a complete picture of the group, identifies material problems and opportunities before the CEO has to ask, sets clear priorities, makes sound decisions within the agreed scope, and drives others to deliver.

The right person will act as a long-term financial partner to founder and CEO Marek Rosa. They will understand the full financial, accounting, tax and financing situation of the group, propose practical solutions and drive important matters through to completion. Their leadership should give the CEO confidence that the right issues are being addressed, risks are identified early and the entire financial agenda is firmly under control. As a long-term CFO and trusted financial partner to CEO Marek Rosa, you will be initially responsible for Keen, GoodAI and the wider group, with the ability to gradually build and lead CEO’s private/family-office function. One named person must own the complete picture and coordinate all supporting specialists.

Ownership in this role is not a buzzword. The central question is simple:

Do you understand the financial situation of the group well enough to identify its risks, priorities and opportunities, and handle them reliably without the CEO needing to push you?

About the role

External accounting firms handle bookkeeping, filings, payments and routine administration. As a CFO, you will sit between the CEO and these external providers. You will manage their work, challenge it where necessary and ensure that important matters are completed correctly and on time.

You will not be expected to personally perform routine bookkeeping. You will, however, be accountable for making sure the entire finance function works.

The role is expected to require approximately 30 hours per month once the cooperation is fully established , depending on the situation. A higher level of involvement may be required during the initial diagnostic, transition and handover period.

We are looking for a long-term partner, ideally for several years, rather than a consultant who delivers an analysis and then leaves.

Your impact

You will give the CEO a reliable and understandable view of the entire group’s financial position.

You will make sure that:

• the group has a complete and accurate financial overview;
• important risks and obligations are identified before they become urgent;
• reporting is reliable, understandable and delivered on time;
• accountants, tax advisers, auditors, banks and other external partners have clear ownership and deadlines;
• financing, covenants, repayments and refinancing requirements are actively managed;
• tax, audit, closing and statutory obligations are planned sufficiently in advance;
• material intercompany balances, loans, receivables and interest are properly understood and resolved;
• decisions requiring CEO involvement are presented with sufficient context and a clear recommendation;
• important work does not remain unresolved because “someone is waiting for someone else.”

Key responsibilities

Group-level financial ownership

• Build and maintain a complete overview of the financial, accounting and tax situation across all relevant group entities.
• Understand how the individual companies and financial relationships connect.
• Identify material gaps, inconsistencies, risks and unresolved historical issues.
• Maintain clear ownership, priorities and deadlines across the entire finance agenda.
• Proactively identify matters that require attention rather than waiting for the CEO to raise them.

Financial reporting and CEO communication

• Establish reliable monthly management reporting that explains what is happening in the business.
• Translate financial information into clear CEO-level conclusions, risks and recommendations.
• Distinguish material issues from operational details.
• Prepare one focused monthly CFO meeting covering:

• what was completed;
• what changed;
• current financial performance and cash position;
• key risks and upcoming obligations;
• decisions required from the CEO;
• the CFO’s recommended course of action.

• Ensure that numbers are reconciled, explained and trustworthy before they are presented.

The CEO should not need to work through raw spreadsheets to determine what the numbers mean.

Accounting and external-provider oversight

• Manage the relationship with the external accounting firm.
• Clarify and maintain the agreed scope, responsibilities, pricing and delivery standards.
• Review the quality and timeliness of the accountants’ work.
• Coordinate accountants, tax advisers, auditors, banks and other external specialists.
• Resolve unclear ownership between providers instead of allowing tasks to remain blocked.
• Make sure documents, payments and signatures are properly prepared and presented with context.
• Batch routine approvals wherever possible rather than forwarding random individual requests to the CEO.

Cash, financing and risk management

• Maintain a reliable group-level view of liquidity and expected cash requirements.
• Oversee cash-flow forecasting and short- and medium-term financial planning.
• Monitor bank loans, revolving facilities, covenants, repayment schedules and refinancing requirements.
• Identify financing risks early and propose appropriate solutions.
• Support negotiations and communication with banks and other financing partners.
• Evaluate the financial impact of major business decisions and investments.

Tax, compliance and financial calendar

• Establish a reliable 12-month overview of:

• tax obligations;
• statutory filings;
• annual closings;
• audits;
• loan repayments;
• covenant testing;
• contract renewals;
• other material financial deadlines.

• Coordinate tax advisers and ensure that recommendations are understood and implemented.
• Identify unnecessary tax costs, unresolved exposures and areas requiring further analysis.
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