Read the story of Jim Jordan, a Fractional CFO in the United Kingdom, part of CFO Centre UK, with experience in strategic finance and company growth.
In the UK’s financial landscape, the traditional CFO has always been a pillar of stability: a top executive with an office on the top floor, responsible for every money-related decision. But the world has changed. Startups, scale-ups, and mid-sized companies can no longer afford a full-time CFO with a six-figure salary. Into this gap has stepped the fractional CFO model — and one of the professionals who has taken it to the next level is Jim Jordan, part of the CFO Centre UK network.
A career in traditional finance
Jim Jordan entered the financial world the classic way: a rigorous education in accounting and finance, followed by years of experience in audit firms and corporations, where he built deep expertise in budgeting, cost control, and strategic planning.
“Finance is the foundation of any business. You can have the best product or the most creative team, but if you don’t know how to manage the money, everything collapses,” he says in an internal CFO Centre interview.
Entering the fractional world
After nearly two decades in his career, Jim realized that what he enjoyed most was being where the rapid change was happening.
“I saw too many companies desperately needing financial expertise but unable to afford a full-time CFO. I realized I could bring far more value by working part-time for several organizations.”
This led him to join CFO Centre UK, a network that brings together hundreds of part-time and fractional CFOs from across the country.
CFO Centre UK – a hub for fractional leadership
Founded in 2001, CFO Centre quickly became the world’s largest part-time CFO organization, now present in over 70 countries. In the UK, it’s a key point of reference for any company seeking flexible financial expertise.
Jim Jordan is one of the network’s core professionals. His role: to enter companies in transition and help them achieve financial stability and a clear vision for the future.
What a Fractional CFO actually does
In practice, Jim’s role includes:
- Cash flow control – “The first question: how much runway do you have before you run out of money?”
- Planning and budgeting – “We build scenarios: what happens if sales grow by 10%? What if you lose a major client?”
- Investment readiness – “Founders need clear numbers to convince investors.”
- Cost structure optimization – “Cut unnecessary expenses without affecting growth.”
- Founder mentoring – “A fractional CFO is often also a coach for the entrepreneur.”
Examples of impact
A tech startup in Manchester brought Jim in because, despite having clients, their accounts were chaotic.
“I implemented a simple but effective financial reporting system. Within three months, the founders knew exactly where they stood every day. It completely changed how they made decisions.”
A service company needed help with international expansion.
“I built a five-year financial plan with multiple scenarios. The company secured a strategic investor and opened a branch in Eastern Europe.”
In a more delicate case, a construction firm was close to bankruptcy.
“I renegotiated debts with creditors and restructured costs. It was tough, but the company survived and returned to profit within a year.”
Jim’s leadership philosophy
Jim believes in the power of clarity.
“Numbers don’t lie. The role of a CFO is to reveal the real picture and present clear options. It’s not about telling the founder what they want to hear — it’s about telling them what they need to hear.”
He also believes in flexibility.
“A fractional CFO must be a chameleon. One day you’re working with a tech startup, the next with a manufacturing company. The value comes from connecting diverse experiences.”
Why the fractional model works in the UK
The UK has a unique ecosystem: tens of thousands of startups and a huge number of mid-sized, often family-owned businesses in transition. All need a CFO, but not all can afford one full-time.
“In the UK, companies are starting to understand that a fractional CFO can actually be more valuable than a full-time one. You get top-level expertise, but at a cost aligned with your reality.”
Challenges of the role
Jim admits the road isn’t without obstacles.
“You have to earn trust very quickly. You might only be in the company one day a week. If you don’t deliver value immediately, people won’t take you seriously.”
Another challenge: balance.
“You might work with three or four companies simultaneously. You have to be disciplined and clearly divide your time and energy.”
The future of executive work
Jim is convinced that fractional leadership is here to stay.
“In the next 10 years, I believe half of mid-sized companies in the UK will use fractional CFOs. And not just CFOs — but COOs, CMOs, CIOs as well.”
He also sees the model becoming more global.
“A London-based founder might have a fractional CFO from the UK, a fractional CMO from Germany, and a fractional CTO from India. The model is global.”
A CFO for uncertain times
Jim Jordan embodies exactly what modern companies are looking for: top-tier expertise delivered flexibly; financial clarity combined with empathy for founders; the structure of a corporation with the agility of a startup.
Through his work at CFO Centre UK, he contributes not only to the success of individual companies but also to the rise of a work model that is changing the rules of the game.
“Fractional CFO doesn’t mean part-time. It means full-time impact — but adapted to the company’s reality. And that, I believe, is the future of finance in business.”
