FP&A Buildout
Driver-based forecast architecture, monthly close discipline, variance frameworks, and reporting cadences that translate operational signal into financial visibility.
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Alamo City CFO
San Antonio · South Texas
Est. 2026 · Vol. I
Finance leadership
that operates at
the speed of the
business.
Operator experience drawn from —
- McKinsey & Company
- Raytheon
- Toyota Tier-1 Network
§ 01 — Services
A finance function built for the way the business actually runs.
Six core service areas, scoped individually or assembled into a full embedded CFO mandate. Every engagement begins with the question: what decision is finance failing to inform today?
Capital Planning & CAPEX Discipline
Investment frameworks, payback rigor, and multi-year capital allocation that withstand executive scrutiny — with realistic commissioning assumptions, not optimistic ones.
→Working Capital Optimization
AP and AR cycle redesign, vendor terms, cash conversion, and early-payment economics. Typically self-funding within the first quarter of engagement.
→Cost & Margin Transformation
Standard cost integrity, variance analysis, cost of poor quality, and structural cost takeout — grounded in the operational realities of how the work actually flows.
→Strategic Finance & Transaction Support
Diligence support, integration finance, lender and investor reporting, and transaction modeling for capital events, acquisitions, or major contract pursuits.
→Board & Investor Reporting
Executive dashboards, board books, and narrative-led financial communication. The numbers framed so that the right decision is the obvious one.
→§ 02 — Approach
Three phases. One discipline.
Every engagement, regardless of scope, follows a sequence designed to install lasting capability rather than create dependency.
Phase I · Days 1–30
Diagnose
A structured assessment of the finance function as it stands — close cycle, reporting, controls, capital posture, and decision support gaps. Output is a prioritized roadmap, not a critique.
- Function & cadence audit
- Reporting & controls review
- Capital & cash posture map
- Decision-gap inventory
Phase II · Days 31–180
Build
Install the specific infrastructure the diagnosis surfaced — models, cadences, and dashboards that make the business legible to the people leading it. Built to be operated, not admired.
- Forecast & model architecture
- Board reporting framework
- Capital allocation discipline
- Close & cadence redesign
Phase III · Ongoing
Operate
Embedded CFO presence on a fractional cadence — board prep, monthly business reviews, capital decisions, and transaction support — matched to the rhythm the business actually requires.
- Monthly business reviews
- Board & investor cadence
- Capital & investment review
- Transaction & event support
§ 03 — Engagements
Outcomes, not deliverables.
Selected anonymized results from operating-finance engagements across South Texas manufacturing, industrial, and defense-adjacent contexts.
$2.8M/yr
Identified annual unrealized working-capital and early-payment discount opportunity through AP and vendor strategy work at a Tier-1 manufacturing supplier — without renegotiating a single contract.
Working Capital · AP Strategy
$10.1M
Restructured a multi-project CAPEX portfolio under realistic commissioning assumptions, surfacing payback risk before capital was committed.
CAPEX Discipline · Capital Planning
100sof models
Built hundreds of board-ready financial models, dashboards, and reporting workbooks — Executive Dashboards, Kaizen Scorecards, CapEx Rankers — supporting executive leadership across planning cycles.
Board Reporting · FP&A
§ 04 — Principal
Greg Bronson, Founder & Principal.
An operator's view of finance: the function exists to make better decisions visible — not merely to describe the past.
Greg Bronson
Principal
A senior finance executive with experience spanning top-tier management consulting, the U.S. defense industrial base, and Tier-1 automotive manufacturing — with a track record of building finance functions that scale operationally and survive executive scrutiny.
The practice is grounded in the discipline of operational finance: standard cost integrity, capital allocation under realistic assumptions, and reporting that compels decisions rather than merely describing variance. The methodology draws on Toyota Production System thinking — continuous improvement, structured problem-solving, and operational disciplines applied to financial planning and review — where they fit the business.
Alamo City CFO was founded to bring senior CFO judgment to companies in San Antonio and the broader South Texas industrial corridor — at the cadence and economics that match how those companies actually operate.
- Methodology
- Toyota Production System (TPS / Lean)
- Sectors
- Manufacturing · Defense · Industrial
- Experience
- Strategy consulting · Defense · Automotive
§ 05 — Engagement
Three ways to begin.
Every engagement is scoped before it is priced. The structures below are starting points, not packages.
Option A
Diagnostic Engagement
A fixed-scope, 30-day assessment of the finance function with a prioritized roadmap and explicit recommendations. Suitable as a stand-alone engagement or as the on-ramp to deeper work.
- Function & cadence audit
- Reporting & controls review
- Prioritized 12-month roadmap
- Executive read-out
30 days · Fixed scope
Option B · Most common
Build Engagement
A 90-to-180-day project to install specific finance infrastructure — FP&A architecture, board reporting, capital framework, or cost transformation. Defined deliverables, clear milestones.
- Defined scope & milestones
- Working models & cadences
- Stakeholder rollout & training
- Operating handover
90–180 days · Project-based
Option C
Embedded Fractional CFO
Ongoing senior finance presence at a defined day commitment per month — covering board prep, monthly reviews, capital decisions, and event support — matched to the company's actual rhythm.
- Monthly business reviews
- Board & investor cadence
- Capital & investment review
- Transaction & event support
Ongoing · Monthly retainer
§ 06 — Common Questions
Frequently considered.
Questions that recur across early conversations — answered directly.
Q.01 Why fractional rather than full-time? +
Most middle-market companies need senior CFO judgment but not forty hours of it. The fractional model provides senior-level decision support at the rhythm the business actually requires — typically four to twelve days per month — at a fraction of the full-time cost and without the multi-quarter ramp.
Q.02 What size of company do you work with? +
Companies generally between $5M and $150M in revenue, post-product-market-fit, approaching or operating at scale. The engagement model is most useful where the financial function has not yet caught up to the operational complexity of the business.
Q.03 Are you replacing my controller or accountant? +
No. CFO advisory complements existing controllership. The controller closes the books; the CFO connects the books to the business. Both functions remain distinct, and effective fractional CFO work strengthens, rather than displaces, the controllership function.
Q.04 Can you support a financing or transaction event? +
Yes. Diligence preparation, model construction, lender and investor reporting, and integration finance are all in scope. For lower-middle-market businesses, this is often the catalyst for engaging an embedded CFO in the first place.
Q.05 How are engagements priced? +
Pricing varies by scope and cadence. Diagnostic engagements are fixed-fee. Build engagements are project-priced against defined milestones. Embedded CFO engagements are monthly retainers tied to a defined day commitment. Every quote follows scoping — never precedes it.
Q.06 What sectors do you work in? +
Strongest fit is in San Antonio and South Texas manufacturing, industrial, and defense-adjacent businesses — sectors with deep regional presence and where unit economics, capital intensity, and program-based revenue create real complexity for the finance function. Companies outside this geography are considered case-by-case where the engagement model fits.