In this Fractional CFO series, we've explored different horizontal opportunities—going solo through Joe Newbold's perspective versus joining a network like The CFO Centre with Andy Collier. Now, we're shifting focus to the vertical opportunities within the fractional space.
While traditional fractional CFO roles often focus on broad financial leadership, Ryan's story highlights the power of specialisation within the finance function. By carving out a niche in finance technology and digital transformation, he's created a unique value proposition that addresses a growing need as businesses increasingly rely on sophisticated financial systems to drive decision-making and operational efficiency. His blueprint offers valuable insights for finance professionals looking to leverage their technical expertise in the project-based consulting world.
From traditional accounting to project-based consulting
For many finance professionals, the shift from full-time employment to fractional project-based consulting can seem daunting. But for Ryan Pearcy, founder of Digital Transformers, the transition happened gradually, driven by a deep understanding of finance systems implementation and a desire to create meaningful change.
Ryan's journey into project-based work wasn't conventional. With a background in theoretical physics, he found himself drawn to accounting—not for the numbers, but for the opportunity to help businesses operate more effectively. Over time, he carved out a niche in finance technology and digital transformation, leading him to step away from traditional accounting firms and launch his own consultancy.
"I picked to be an accountant because out of all the career routes in finance, that was the one that seemed to give more back to the community—helping individuals with their figures and so on. And that's what I wanted to do, help as many people as I could."
Understanding Ryan's expertise
Finance Systems Implementation refers to the process of selecting, configuring, and deploying financial software solutions within an organisation. This includes setting up accounting systems, and other financial technology tools to streamline processes, improve data accuracy, and enhance reporting capabilities.
Digital Transformation in finance involves leveraging technology to fundamentally change how financial operations are performed, delivering enhanced value to clients and stakeholders. This goes beyond simply implementing new software—it's about reimagining processes, workflows, and even business models through the strategic application of digital technologies.
A typical project may involve mapping out existing processes, benchmarking available solutions, creating a return on investment calculation and setting out and deploying an implementation timeline that focuses on balancing efficiency gains with the impact of change on the team. Ongoing support is also critical, not just reactive but proactive to ensure the systems are being utilised as they should be.
Ryan specialises in guiding businesses through both these critical processes, helping them modernise their financial operations and achieve greater efficiency.
The slow transition to fractional work
Ryan didn't set out to become a project-based finance consultant. His expertise developed organically over years of working with clients on financial system improvements at established firms.
"I started just by helping clients with some of their systems, answering their queries, and guiding them on how to use the available tools. Then, when the likes of Xero came to the UK, I got more involved in helping businesses utilise those tools."
Over time, he became a specialist in cloud accounting systems, leading digital transformation teams at mid-tier accounting firms, where he built a digital service line from scratch and helped SMEs adopt finance technology solutions. After six years, he decided to take the leap into the fractional space and founded Digital Transformers to focus on project-based system implementations.
Challenges of going independent
While the benefits of independence—faster decision-making, project flexibility, and full ownership of work—are clear, Ryan acknowledges that the transition wasn't without its difficulties. Moving from the structure of an established firm to running a solo practice required him to navigate new challenges.
1. Consistently maintaining a pipeline of work
"It seemed to turn into a torrent of potential work which was great, but meant that delivery became a challenge because I was balancing that with the launch of a business.There's a challenge in the fact that you always have to have a pipeline. You have to have work coming in consistently to cover your costs."
Unlike a full-time CFO role with predictable income or even a traditional fractional CFO role with ongoing client retainers, project-based work requires a constant influx of new projects to maintain revenue. Without a structured approach to business development, it's easy to experience peaks and troughs—one moment being overloaded with client work, and the next scrambling to secure the next engagement.
2. Balancing client work with business operations
"The biggest challenge is balancing project work while also managing the business itself. You're doing the actual client work, but you're also running a business, finding new clients, and handling operations all at once."
Managing multiple projects while simultaneously launching Digital Transformers proved difficult, requiring careful prioritisation and time management. Ryan quickly realised that without structured processes in place, it was easy to get overwhelmed by administrative tasks while trying to deliver excellent client results.
Ryan's advice for those transitioning to project-based work
For finance professionals considering the shift to independent consulting, Ryan shares four critical lessons to help smooth the transition.
- Start early: Begin preparing well before you make the transition. "If that is something you want to do, start early," Ryan advises. Similar to preparing a business for sale years in advance, you need time to build your brand and network.
- Build your personal brand: Establish your presence on social media platforms where your potential clients are active. For most finance professionals, LinkedIn is the primary channel. "Always do a bit of business and a bit of you. People buy from people," Ryan emphasises. "We worry that we have to be something we're not... Just be yourself. Be personal. Be open,” emphasising the importance of showing your personality alongside your expertise.
- Prepare for administrative challenges: "Don't underestimate how much admin there is in setting up a business," Ryan warns. From company formation to banking setup and operational systems, the administrative workload can be substantial while you're simultaneously trying to deliver client work.
- Set up key operational systems: Ryan emphasises the importance of having essential systems in place from the start. "Get your key operational system in place," he advises, referring to tools for managing jobs, tasks, timesheets, and processing work effectively.
- Develop a go-to-market strategy: Consider how you'll attract clients. Will you leverage your existing network, host a launch event, or build traction through social media? Having a clear plan prevents panic when you need to secure new projects.
Ryan Pearcy's journey from traditional accounting to independent consulting provides a valuable blueprint for finance professionals considering this path. His experience shows that success requires more than technical expertise—it demands strategic planning, personal branding, and operational discipline.
While the transition presents challenges, Ryan's story demonstrates that with the right approach, independent consulting can offer greater flexibility, ownership, and the opportunity to create meaningful impact.
.png?upscale=true&width=1196&upscale=true&name=Untitled%20design%20(42).png)
