quickly, is at a crossroads, or is at an inflection point. In these situations, decisions are often made between strategic paths, such as whether to expand an existing initiative or develop a new one. Frequently, the organization needs a multi-year strategic financial plan to guide future growth and provide strategic insights. Another sign is that the organization needs to raise mission-aligned capital or secure a major grant. In these cases, the organization often needs to evaluate what type of capital to raise, how much to raise and how to structure the terms. Board members, investors, or lenders will typically require effective financial communication, scenario planning, and quantification of business plans at these junctures. The third sign to bring on a fractional CFO is that cash is tied up, either in inventory, operations or restricted grants, and needs to be unlocked. The organization may be struggling with cash flow management, potentially due to complex working capital cycles, numerous SKUs, or significant inventory. A fourth sign is uncertainty about product pricing, margin viability, or the path to break even. Well-run organizations have detailed cost analyses that ensure prices are set to generate strong margins. Organizations must also have a clear path to break even. For non-profits, this includes leveraging earned revenue options to reduce dependence on philanthropy. The last sign is that the Accounting and finance department needs an overhaul to improve efficiency and effectiveness, or if a controller or other key members of the department have been replaced. One thing we hear advisors say over and over is that one of the biggest mistakes is waiting for a crisis to consider solid financial management. Well-run companies invest in strategic financial management rather than reacting to crises.