Why Top CFOs Choose FLG for Their Next Chapter

By Linda Rubinstein

After three decades in finance and over 15 years as a partner at FLG Partners, I still wake up energized by the impact, variety, and autonomy that my FLG consulting CFO work delivers.  

For senior finance leaders who crave meaningful responsibility without the constraints of a single corporate life, consulting offers a rare combination: attractive compensation, professional variety, and control over how you spend your time. At FLG Partners, those benefits are amplified by our partnership structure that offers compelling economics and supports both independence and community. 

Why FLG Partners is an Especially Good Fit for Talented CFOs 

Brand and record of accomplishment: 
Built with intention in 2004, FLG Partners has always been a partner-led organization designed to bring seasoned CFO judgment into moments that matter: capital raises, board scrutiny, operational inflection points, and periods of rapid growth.  

Working at a firm designed to hold itself to a high bar of integrity, collaboration, and truth in the boardroom, FLG’s partners enjoy tackling new challenges. They like building and mentoring teams. They are comfortable stepping into complex situations. They value relationships and continuous learning.  Most importantly, they enjoy being CFOs.   

Compensation that reflects experience: 
FLG’s engagements typically command a premium to consulting rates charged by less experienced CFOs  because companies buy outcomes and experience, not just time. 

For seasoned CFOs, that means the ability to translate years of hard-won judgment into compensation that reflects strategic value. FLG’s light overhead means that partners take home a significant portion of their billings.  

Exciting work: 
A misconception about consulting CFO work is that it somehow represents a step back from a traditional CFO role. I have found that consulting CFO work can be varied and challenging, whether helping venture-backed or public companies through leadership transitions, financings, operational challenges, and strategic initiatives. No two engagements are exactly alike. 

Flexible engagement design: 
Partners can take on a single, demanding full-time client; split their time among smaller clients; or accept an employed CFO role while remaining an FLG partner.  

We also provide coaching and board advisory services and, as individuals, sit on boards.  That flexibility makes it possible to balance intense assignments with recovery time, family priorities, or other professional interests. 

Variety that sharpens skills: Consulting can expose CFO leaders to different sectors, business models, capital structures, regulatory environments, and leadership teams. That variety keeps skills current and hones judgment in ways a single-company role rarely can. 

Built-in lead flow and peer support: Among the hardest parts of independent consulting are sourcing the next engagement and having a sounding board for tough calls. FLG and its partners actively source and share leads. The culture is collegial rather than competitive. That means less time hunting for the next role and more time delivering value to clients, and everyone benefits when the collective expertise of the partnership grows. 

Peer collaboration and technical depth: 
One of the surprises for many CFOs is how much they miss having a peer group. Our partners collaborate. We share ideas. We help one another solve problems and celebrate wins together. The opportunity to learn from colleagues who have faced similar boardroom and market pressure reduces isolation and improves outcomes for clients. Clients work with one CFO partner, who brings access to a deep bench of expertise, totaling over 900 years of experience.  

More than a firm—a community: FLG fosters a social peer group with regular partner meetings, an annual retreat, and ongoing training on key topics. For many partners, partner relationships have become one of the most rewarding aspects of being part of FLG. 

My Practice and How I Structure Engagements 

In the last 25 years, I have alternated between employed and consulting CFO roles on my own for nearly a decade and then as an FLG partner since 2010. My CFO practice has been concentrated in life sciences, a sector that rewards deep domain knowledge, including clinical development and regulatory issues, investor communications, and complex financing structures.  

My work typically falls into one of these patterns: 

1. Intensive interim CFO assignments  – I spend a significant portion of my time in intense, full-time CFO consulting roles. Often these engagements are for companies who would like to have a permanent, full-time CFO but need an outsourced consultant for at least the short- to medium-term.I’ve served as interim CFO for multiple publicly-traded companies as they searched for a permanent hire. I’ve worked for pre-IPO companies that have accelerated their IPO timeline, requiring significant CFO support as they jumpstart the IPO process while searching for a permanent CFO hire. And I have worked for clients who want a permanent CFO but need to complete a clinical trial or take other steps before they can attract top-notch candidates. These assignments are often deeply immersive. 

   
   

2. Senior oversight for early-stage companies –  Many young life science firms need seasoned CFO supervision but are not ready to hire a permanent, full-time CFO. I provide governance, financial planning, capital formation support, and investor cultivation, and supervise financial reporting and operations on a part-time or fractional basis. I can flex my time as needed to support financings and other special projects. I did this for as many as five companies over more than two years. 
3. Concurrent smaller clients – I frequently combine a large and time-consuming engagement with one or more smaller advisory relationships. That mix keeps the work stimulating and diversified. 
4. Employed roles – Importantly to me, FLG permits partners to accept employed CFO roles while remaining part of the firm. I’ve been an employee of three companies while an FLG partner. 

My Perspective After 15 Years at FLG 

Consulting, when done through the right platform, can offer a combination of professional fulfillment, flexibility, compensation, and peer support that is difficult to match in a conventional corporate position.  

In my case, joining FLG Partners has empowered me to continue doing what I enjoy most: helping companies navigate critical inflection points. And I get to do this surrounded by a smart, collaborative team of CFO peers, while building a rewarding practice that reflects my interests, expertise, and preferred work style. 

FLG Partners has provided an ideal combination of meaningful work, professional flexibility, and a community of accomplished peers. If you are an experienced CFO looking for a different way to practice your craft while continuing to make a significant impact, I encourage you to explore what a partnership like ours could offer.  

FLG is not the right fit for every CFO. For those with a record of accomplishment in leadership, sound judgment, and a collaborative mindset, we welcome a conversation. Learn more about FLG Partners or reach out directly to Managing Partner Jennifer Cho: jennifer@flgpartners.com.