Fractional CFO & Controller
Senior finance leadership for companies that have outgrown their back office.
The reporting, cash visibility, and controls that owners, lenders, and investors rely on — without a full-time executive hire.
Start a conversation What I doMost companies don't outgrow their bookkeeper all at once. It happens the first time someone asks for something the books can't produce — a draw package, a covenant calculation, a partner-level allocation — and the answer takes three weeks and a spreadsheet nobody fully trusts.
That's the gap I fill.
I'm Stuart Wenger. For 25 years I built and led accounting functions inside oil and gas, real estate development, manufacturing, and financial services companies — closing the books, standing up systems, and answering to auditors, lenders, and boards.
SLW Services brings that depth to owner-led businesses on a fractional basis: full controller and CFO capability, embedded in your team, at a fraction of the cost of the hire.
What that looks like in practice
Six things that change in the first ninety days
A close that actually closes
A monthly close on a real calendar, with the same numbers landing the same way every month — and a reason behind every variance before anyone has to ask.
Reporting accepted the first time
Lender, partner, and investor packages built the way the reader expects them, so requests stop coming back for rework.
Cash you can see
Daily balance oversight, a 13-week forecast that holds up, and a spending plan you can actually make decisions against.
A year-end that isn't a fire drill
Clean year-end packages and workpapers, tied out and delivered on time, so your outside tax accountants aren't waiting on you and you aren't paying someone to reconstruct a year of records in February.
Clean consolidation
Multi-entity roll-ups, intercompany that ties, and layered ownership structures that reconcile without a heroic spreadsheet.
A stronger team
Your existing staff trained and organized so the improvement outlasts the engagement, rather than walking out the door with me.
Who I work with
Capital-intensive, project- and asset-based businesses
Real estate developers, homebuilders, construction and manufacturing operators, energy companies, and family offices. The vocabulary changes from one to the next — WIP, AFE, draw schedules, retainage, capital calls — but the shape of the problem doesn't. Long cash-conversion cycles, layered entity structures, and outside parties who need reporting the internal team was never built to produce.
One client relationship here means nineteen project entities. Another means thirteen. That's the actual work: not one set of books, but a structure that has to consolidate, reconcile, and report cleanly at every level — and produce a partner-level answer when someone asks for one.
- Real estate development platform — 19 entities
- Land developer — 13 projects and entities
- Residential condominium developer — 7 entities
- Panelized manufacturer and high-rise builder — 18 subsidiaries
- Luxury home builder
- Medical device company — full outsourced finance function
- Private family office and investment entities
How I work
You don't get a bench. You get direct senior attention.
I take on a deliberately small number of clients at a time. There's no account handoff and no junior staff on your file — the person you talk to is the person doing the work.
I work as an embedded finance leader rather than an outside consultant: inside your systems, alongside your team, on a steady year-round cadence. That consistency is the entire point. It's also why December through April stops being a scramble — the work that makes year-end painful is work that should have been happening in July.
If your books are technically fine but nobody quite trusts them, let's talk.
A first conversation is a straightforward one: what you have now, what people keep asking you for, and where the gap is. No pitch deck.
Email stuart@slwservices.co See how engagements start