Michael King

I help fractional CFOs and accountants build multiple 6 and 7-figure advisory firms through coaching and community.

If you run a construction company, growth was supposed to make money stress go away.

Instead, revenue is up, profit is flat, and it still feels like you are one bad month away from a big problem.

Most contractors we work with are:
• Bidding 20 to 25 percent and banking a fraction of that
• Losing sleep over payroll and upcoming draws
• Unsure which jobs are actually making money
• Looking at financials that feel like a foreign language
• Making big decisions based on gut, not clear numbers

At Civil CFO, we provide Fractional CFO services for $10M to $70M contractors.

Our job is simple to say and hard to do - we bridge the gap between bid and bank so you can consistently hit 10 percent plus net profit, with clear cash flow and confidence in every major decision.

What we do for construction companies:
• Build clear forecasts and cash flow plans so you know what is coming before it hits
• Install practical job cost and WIP reporting so you can see which projects are winning or bleeding
• Help you set realistic, data backed profit targets and hold the team accountable to them
• Prepare bank, bonding, and lender ready financial packages
• Sit at the leadership table as your finance partner for growth, exits, or succession

We are not your bookkeeper or tax accountant.

We work alongside them and give you the forward looking financial strategy they cannot provide.

Why this matters:
• More cash in the bank and less time worrying about it
• Cleaner, more profitable jobs
• Reduced debt and stronger balance sheet
• A company that is ready for whatever you want next - growth, sale, or hand off

I founded Civil CFO so construction CEOs did not have to figure this out alone. Our team has worked with contractors across the country to turn financial confusion into a clear plan and disciplined execution.

If you are a contractor between $10M and $70M and you are tired of bidding 25 percent and banking 3, let's talk.

Founder

I help fractional CFOs and accountants start, scale, and optimize their advisory services.

I used to lose clients for one simple reason.

It wasn't my price. 
It wasn't my skill set. 
It was my onboarding.

I’d sign the deal, get access to the accounting, and just start working. 

And 90-180 days later? 
They’d churn.

I was skipping the most critical part of the relationship: 𝗧𝗵𝗲 𝗦𝗲𝘁𝘂𝗽.

If you want to move from $2k/month retainers to $8k/month + engagements (and actually keep them), you can’t just "do the work." 

You have to engineer the trust.

I spent the last 10 years building a 4-phase system to fix this. 
We call it "Bulletproof Onboarding."

Here is the exact framework:

👉 𝗣𝗵𝗮𝘀𝗲 𝟭: 𝗧𝗵𝗲 𝗢𝗿𝗶𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻 𝗖𝗮𝗹𝗹 (𝗛𝗼𝘂𝗿𝘀 𝟬-𝟳𝟮) Strictly for setting ground rules. We define communication channels, emergency protocols, and exactly what "out of scope" looks like. We kill buyer's remorse before it breathes.

👉 𝗣𝗵𝗮𝘀𝗲 𝟮: 𝗧𝗵𝗲 𝗗𝗲𝗲𝗽 𝗗𝗶𝘃𝗲 𝗘𝘃𝗮𝗹𝘂𝗮𝘁𝗶𝗼𝗻 We don’t just look at the P&L. We look at the org chart, the tax returns, and the pricing models. We are looking for the "mess" so we can prescribe the magic.

👉 𝗣𝗵𝗮𝘀𝗲 𝟯: 𝗧𝗵𝗲 "𝗔𝗵𝗮!" 𝗠𝗲𝗲𝘁𝗶𝗻𝗴 This is the secret weapon. We don't just present data; we deliver an immediate ROI.

𝘌𝘹𝘢𝘮𝘱𝘭𝘦: "I found a gap in your supply chain. Fix this, and you save $130k this year." 

Boom. 
The fee is paid for. 
Trust is cemented.

👉 𝗣𝗵𝗮𝘀𝗲 𝟰: 𝗧𝗵𝗲 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗛𝗮𝗻𝗱𝗼𝗳𝗳 We deliver a 12-month roadmap. When a client agrees to a 12-month plan, they are mentally committing to a 12-month relationship.

Most firms do the bare minimum. 
This system does the maximum.

I broke down every single step, script, and document we use in my latest video. 

It’s the exact playbook we use to manage 8-figure clients.

𝗪𝗮𝘁𝗰𝗵 𝘁𝗵𝗲 𝗳𝘂𝗹𝗹 𝗯𝗿𝗲𝗮𝗸𝗱𝗼𝘄𝗻 𝗵𝗲𝗿𝗲:
https://lnkd.in/epCWWn2T

Founder, Civil CFO | Fractional CFO Firm for $10M–$70M Contractors | We bridge the gap between bid and bank so you can hit 10%+ net profit

Fractional CFOs: Stop trying to hire your first fCFO. 
You aren't ready.

Most of you think hiring is the fix for being overworked. 

It's actually the single fastest way to torch cash and lose clients if you screw it up.

I learned this the expensive way. 
Hired a rockstar CFO. 
She quite in two months.

Why? 
Zero processes. 
Everything lived in my head.

Before you even sniff scaling, lock down these 5 things:
1️⃣ Documented Service Delivery 
If it only exists in your head, it doesn't exist. 

Map onboarding, call prep, report generation FIRST.

2️⃣ Cash Float 
You gotta pay 'em while they ramp. 
Have two months payroll ready before day one.

3️⃣ Clear Model (W2 vs 1099) 
Decide upfront. Don't wing it mid-hire.

4️⃣ Lead Backlog 
Hiring with no pipeline? Financial suicide.

5️⃣ 50% Capacity 
Wait 'til you're 100% full and you got no time to train. 
Classic golden handcuff trap.

I know this doesn't sound sexy, but...
Scaling isn't hunting talent. 
It's building the rails so talent can succeed.

👉 I break it all down in this week's YouTube:
https://lnkd.in/gDRYq9PW

Watch it, then tell me - which one's your biggest gap right now?

𝗟𝗮𝘀𝘁 𝗻𝗶𝗴𝗵𝘁 𝗮 𝗖𝗙𝗢 𝘀𝗹𝗶𝗱 𝗶𝗻𝘁𝗼 𝗺𝘆 𝗗𝗠𝘀...
(No, this post isn't quite as scandalous as it sounds.)

This guy has had an epic career. 
Now, he's making the leap to become a Fractional CFO.

He asked me: "𝗪𝗵𝗮𝘁 𝗹𝗮𝗻𝗱𝗺𝗶𝗻𝗲𝘀 𝘀𝗵𝗼𝘂𝗹𝗱 𝗜 𝗹𝗼𝗼𝗸 𝗼𝘂𝘁 𝗳𝗼𝗿 𝗶𝗻 𝗺𝘆 𝗳𝗶𝗿𝘀𝘁 𝟵𝟬 𝗱𝗮𝘆𝘀?"

I’ve never been asked it quite that way before. After thinking about it, the answer was clear:
1. Have a tight scope of work.
2. Stick to that scope.
3. Don't underprice yourself just because you're new.

If you manage those three things, you avoid the biggest trap in this industry.

𝗬𝗼𝘂 𝗵𝗮𝘃𝗲 𝘁𝗼 𝗱𝗲𝗰𝗶𝗱𝗲 𝗶𝗳 𝘆𝗼𝘂 𝗮𝗿𝗲 𝗮 𝗦𝘂𝗿𝗴𝗲𝗼𝗻 𝗼𝗿 𝗮 𝗛𝗮𝗻𝗱𝘆𝗺𝗮𝗻.

𝗧𝗵𝗲 𝗦𝘂𝗿𝗴𝗲𝗼𝗻: 
✅ Has a narrow, powerful skill set. 
✅ Does nothing outside that skill set. 
✅ Charges a premium for high-value expertise.

𝗧𝗵𝗲 𝗡𝗲𝗶𝗴𝗵𝗯𝗼𝗿𝗵𝗼𝗼𝗱 𝗛𝗮𝗻𝗱𝘆𝗺𝗮𝗻: 
❌ Takes money for just about anything. 
❌ Produces work that isn't truly top-tier. 
❌ Provides "average" value at average prices.

𝗧𝗵𝗮𝘁 𝘄𝗮𝘀 𝗺𝗲 𝗳𝗼𝗿 𝗮 𝗹𝗼𝗻𝗴 𝘁𝗶𝗺𝗲.

If that's you right now, let 2026 be the year you move from handyman to surgeon.

Tomorrow, I'm sharing exactly how I made that transition (and how you can, too).

Join 4,000+ Fractional CFOs in my newsletter, 𝗧𝗵𝗲 𝟱 𝗠𝗶𝗻𝘂𝘁𝗲 𝗙𝗿𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗹, so you don't miss it.
👇👇👇

https://lnkd.in/gMT8jyBX

The goober lost the client because he made them feel stupid.

Yesterday I dropped a YouTube video about where Fractional CFOs can go to find clients.

I got a bunch of DMs about it, but I want to highlight one specific story that proves 𝘸𝘩𝘺 simplicity wins.

I once landed a client at a Starbucks inside a hotel lobby the morning after I spoke at a conference.

Why did they hire me on the spot?

Because their previous Fractional CFO, an industry guru with decades of experience, made them feel "stupid" (their words, not mine). 

"He always used fancy finance words and showed us these spreadsheets that made my head hurt. When my wife asked him questions he talked to her like she was 5 years old. We don't have a fancy college education like him but we sure as heck know how to work hard. I don't need some goober talking to my wife like she's an idiot."

Goober lol 

I met them immediately after I gave a keynote on 5 simple ways to improve cash flow. 

No fancy finance words.
Nothing that was there to make me look smart.
Just actionable help on the one thing that stressed them out.

As a Fractional CFO, everyone already knows you're pretty smart. 

Your clients won't give you bonus points for flexing on that.
 
What they will give you bonus points for is making them feel understood and capable.

This is about your clients.
Not your ego. 

👉 Don't be the goober. 

(Link to the video with the 10 best places to find Fractional CFO leads is in the comments in case you missed it yesterday).

Stop winging your monthly fCFO calls.
Your clients deserve better than a 60-minute rambling session.

Here is the exact 4-step agenda I use to run perfect CFO calls (every single time):

✅ 𝗥𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽 𝗕𝘂𝗶𝗹𝗱𝗶𝗻𝗴 + 𝗔𝗴𝗲𝗻𝗱𝗮 (𝟱 𝗺𝗶𝗻𝘀) 
👉 Start with the human element. 

How are they? 
How is the family? 
Be a human being before talking business.
Then set a clear agenda for the call. This is key.

✅ 𝗙𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝗥𝗲𝘃𝗶𝗲𝘄 (𝟭𝟬 𝗺𝗶𝗻𝘀)
👉 The "Rearview Mirror." 

Briefly review last month's performance. 
Keep this tight. 
Don't get stuck in the weeds.
Trends and non-obvious insights are best.

✅ 𝗙𝗼𝗿𝗲𝗰𝗮𝘀𝘁 & 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 (𝟰𝟬 𝗺𝗶𝗻𝘀) 
👉 The "Windshield." 

This is why they pay you. 
Where is the cash going? 
What's the plan to hit their goals?
What strategic decisions need to be made? 
Spend 80% of your energy here.

✅ 𝗚𝗼𝗮𝗹𝘀 + 𝗔𝗰𝘁𝗶𝗼𝗻 𝗜𝘁𝗲𝗺𝘀 (𝟱 𝗺𝗶𝗻𝘀) 
👉 Recap exactly who is doing what by when. 
Never end a call without clear next steps + owners.


📌 P.S. What’s the one thing you always cover in your client calls that I forgot?

The $1,000,000 question for most Fractional CFOs in 2026: 

Where can you go to find good leads? 

Let's rule out:
❌ Cold calling 
❌ Cold emails 
❌ Knocking on doors
❌ Sending out mailers

I have studied thousands of Fractional CFO firms (yes, thousands) and compiled a list of the top 26 places you can go to find great leads. 

Are you an introvert? 
✅ I have strategies on the list for you.

Are you an extrovert? 
✅ I have strategies on the list for you.

Are you in a big city? 
✅ I have strategies on the list for you.

Are you in a small town? 
✅ I have strategies on the list for you.

Are you looking for your FIRST client? 
✅ I have strategies on the list for you.

Are you looking for your 31st client? 
✅ I have strategies on the list for you.

If you can't find ONE lead strategy on this list that works for you then you just don't want to win in 2026 😎

I just dropped a YouTube video that walks through my Top 10 places to find fractional CFO leads. If you want the list of all 26, there's a link in the description of the video (it's free). 

Link to the video is in the comments below! 👇👇👇

The fCFO industry celebrates sales too much.
And doesn't celebrate retention enough.

It doesn’t matter how good you are at sales if you're churning clients.

And the first 90 days of a new client relationship is the most critical when it comes to predicting churn.

As goes onboarding, so goes the relationship.

I see too many Fractional CFOs obsessing over their pipeline while their current client bucket has a massive hole in the bottom.

𝗦𝗮𝗹𝗲𝘀 𝗰𝗿𝗲𝗮𝘁𝗲𝘀 𝗿𝗲𝘃𝗲𝗻𝘂𝗲. 
𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗿𝗲𝘁𝗲𝗻𝘁𝗶𝗼𝗻 𝗰𝗿𝗲𝗮𝘁𝗲𝘀 𝘄𝗲𝗮𝗹𝘁𝗵.

If you want to stop the 90-day churn cycle, you have to nail the first 4 weeks. 
You have to manufacture trust and deliver real value immediately.

I just dropped a video breaking down our entire "Bulletproof Onboarding" system.

𝗕𝗼𝗻𝘂𝘀: I included a link in the video description to download our actual 𝗢𝗻𝗯𝗼𝗮𝗿𝗱𝗶𝗻𝗴 𝗚𝘂𝗶𝗱𝗲 𝗣𝗗𝗙 for free. 

If you want to increase customer lifetime and customer value in 2026, then this was made for you.

📌 𝗚𝗿𝗮𝗯 𝘁𝗵𝗲 𝗴𝘂𝗶𝗱𝗲 𝗮𝗻𝗱 𝘄𝗮𝘁𝗰𝗵 𝘁𝗵𝗲 𝗯𝗿𝗲𝗮𝗸𝗱𝗼𝘄𝗻 𝗵𝗲𝗿𝗲: 
https://lnkd.in/epCWWn2T

Ventiga Accounting & Consulting

Provincial Health Services Authority

Short term contract to assist with financial management of a strategic transformation project within BC Children & Women's Hospital

Financial Analyst

Senior Finance Manager

End to end P&L responsibilities, incorporating cashflow management, business case production & appraisals, bespoke pricing modelling, margin management, forecasting and commercial business partnering, delivering £97m of annual revenues and £77m of EBITDA.

Achievements:
- Drove pricing initiatives  worth c£4m, owing to analysis of market share & pricing data, producing pricing models and challenging commercial teams on various implementation obstacles.
- Delivered c£1.6m benefit with the Directories P&Ls in 15/16, though effective margin management and financial interventions. 
- Influenced successful re-signing of  large customers, through negotiations and financial modelling worth £0.5m.
- Delivered improved cashflow through active debt management versus prior year, driven by the creation of weekly cash collection reviews, leading to an overall improvement of c20% YoY (c£0.5m). 
- Effectively targeting the Sales Team delivering c£2m of sales order value with 10 less FTE than the previous year, through theimplementation of bi-monthly and quarterly reviews of performance and challenging the team to pursue all avenues of sales opportunities.
- Drove significant cost reduction with external suppliers c£1.7m, through financial modelling & analysis and challenging the business to drive efficiencies.
- Identified and resolved margin leakage worth c£0.3m, through analysis of customer data and revenue streams to pin point problem areas and initiated actions to the relative teams to correct.

Finance Manager | Enterprises | Directories

Monthly financial consolidation of BT Business P&Ls with revenue worth c£3.1bn and EBITDA c£1.1bn. Lead for Cost of Sales and Gross Margin analysis & reporting for BT Business, margin management, forecast consolidation, owned the production of quarterly and year end investor relations reports, finance lead for external auditors, stakeholder management of finance and non-finance personnel and continually drove efficiency & process improvement to grow bottom line where possible.
 
Achievements:
- Recouped c£0.6m of revenue leakage owed to investigation and implementation of trading model fix.
- Identified and delivered c£0.5m of cost savings to the P&L, through investigations into product P&Ls.
- Delivered a clear margin report for core product performance in all units, through interrogating and building Hyperion reports, which summaries granular level detail allowing problem areas to be highlighted and investigated easily.
- Led on co-ordination and consolidation of key year-end financial reports for BT Business units, providing clear timelines and guidance on completing tasks required to fulfil audit requirements within timescales provided, so as not to incur any additional audit penalties.

Finance Manager | BT Business | Central Finance

Reporting to Group Internal Trading Senior Finance Manager. Tasks involved analysis, modelling and reporting of internal costs for LoBs (Lines of Business). This was accomplished by, working closely with the volumes team and other data providers to ensure that all source volumes were reported accurately. Lead a monthly Group call to discuss analysis and explanations of key drivers behind cost trends and major monthly charges, to ensure all LoBs understood their internal cost of sale. Lead, delivered and project managed a successful business case relating to BDUK programme to transition the management of back office work from an external provider to BT in house, which has saved BT c£0.8m to date.

Finance Analyst | Group Finance

Nisbets

Reporting to Group Financial Controller, the primary focus of the role was to proactively drive efficiencies in various departments (e.g. sales, packing, dispatch, marketing etc.) whilst looking at opportunities to grow revenue.  This involved development of KPI’s, analysis and modelling of key drivers of cost, gross margin, price volume and product mix. Where efficiencies and opportunities arose, these were discussed with heads of departments to assist with operational strategies. Additional responsibilities included production of monthly management accounts for the Group and year-end financial accounts for Subsidiaries which were both reviewed with the Group Finance Director and Group Financial Controller.

Management Accountant

Fractional CFO | Accountant | Founder and Owner of Ventiga Accounting & Consulting

I am the Founder and principle of Ventiga Accounting & Consulting. Tapping into over 15 years of senior finance management experience in the private sector, I am able to provide a holistic perspective on finance within small to large size businesses.  

Using my valuable experience in financial planning, business advisory, strategic investment planning, risk management, cost management and revenue generation activities, I am able to apply an additional level of knowledge to traditional accounting services by giving my clients added solutions and guidance on how to protect and grow their businesses.

I truly believe that continued education and commitment towards my clients helps to build trust between my clients and myself, making it easier for my guidance and advice to be taken with the aim of helping them to achieve their long term goals.

Alfraz Nathoo (Raz)

Things are changing at Ventiga.

After the holidays, I knew I was going to have loads of ideas. Those breaks always give me time to step back and look at everything in the business.

I know we’ll have a lot to do. They’re still in the middle of being refined, to be quite honest. Some were expected, and some weren’t.

I’m taking the changes as they come, and, overall, we’re headed in a good direction. Change is always challenging no matter what. I’m always up for a challenge.

New year, new discoveries, new clients, but the same Alfraz.

#BusinessFinance #CashFlowManagement #BusinessGrowth

CEO & Founder | Fractional CFO | Helping Small to Medium-Sized Businesses $1M+ Grow & Increase Cashflow

Ventiga is like the anti-CFO company.

Not because we don't believe in CFOs. It's because we’re a Fractional CFO service.

Because you get expertise, WITHOUT the big salary.

No benefits to pay.

More flexibility with how you work best.

Check out some of our favourite bragging points here: https://lnkd.in/gxcNZ4Q4

 #fractionalcfo #businessgrowth #businessfinance #cashflowincrease

Open article: ABOUT US | Ventiga Accounting and CFO Services by ventiga.org

ABOUT US | Ventiga Accounting and CFO Services

taplio

The Battle

Michael King

Alfraz Nathoo (Raz)

Followers

Posts

Engagements

Likes

Performance ScoreMichael King's LinkedIn Performance

Performance ScoreAlfraz Nathoo (Raz)'s LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Michael King

Alfraz Nathoo (Raz)

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Michael King's LinkedIn Performance

Performance ScoreAlfraz Nathoo (Raz)'s LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreMichael King's LinkedIn Performance