CFO Leverage is a financial leadership firm that serves nonprofit organizations exclusively. We provide fractional CFO services, controller-level oversight, and hands-on operational accounting; giving nonprofits access to the financial infrastructure they need without hiring a full-time finance department.
We didn’t start as a bookkeeping company that added CFO services later. We built CFO Leverage from the ground up to deliver strategic financial leadership to mission-driven organizations; and we handle the operational accounting because we know it has to be done right for the strategy to work.
This isn’t a marketing position — it’s a business decision. By working exclusively with nonprofits, our team has developed deep expertise in fund accounting, grant compliance, board reporting, audit preparation, multi-entity structures, and the financial pressures that are unique to mission-driven organizations. When we sit down with a new client, we already understand the landscape. There’s no learning curve.
Nonprofit accounting is fundamentally different from for-profit accounting. Instead of maximizing profit, nonprofit leaders must manage restricted funds, track grants, maintain regulatory compliance, and provide transparent reporting to boards, donors, and government agencies.
Most accounting firms treat nonprofit work as a niche within a broader practice. We treat it as the entire practice. That focus means we bring pattern recognition across more than 30 nonprofit clients — churches, schools, rescue missions, housing organizations, associations, and more. We’ve seen the common challenges, and we’ve built the systems to solve them.
We work with churches, schools, rescue missions, affordable housing organizations, associations, health nonprofits, youth programs, international service organizations, and general nonprofits across the country.
Whether your annual budget is $500K or $50M, if you’re mission-driven and need financial leadership you can trust, we’re built for you.
Daniel’s journey in finance began at the University of Memphis, where he graduated summa cum laude. He launched his career in public accounting while earning both his CPA license and an MBA.
Daniel later served as Vice President of Finance for a nonprofit rescue mission, where he managed financial operations, planning, and long-term strategy from the inside. That experience showed him firsthand how strong financial systems can empower nonprofits to expand their reach and increase their impact — and how many organizations were being underserved by accounting talent that didn’t understand the nonprofit world.
Today, Daniel leads CFO Leverage’s financial operations and client delivery. He oversees engagement quality, manages the accounting team, and ensures every client receives the same standard of financial leadership he’d want for his own organization.
Sam launched his first company at 21. That experience taught him finance from the ownership side — not from a textbook, but from the pressure of making payroll, managing cash flow, and building something from scratch.
After years of working across operational and business challenges, Sam saw a pattern: nonprofit organizations were consistently underserved by accounting and financial talent. The firms that understood nonprofits were expensive and slow. The affordable options didn’t understand the complexity. There was a gap — and CFO Leverage was built to fill it.
Sam leads business development, client relationships, and the firm’s strategic vision. He’s typically the first voice a prospective client hears, and his approach is simple: listen first, understand the situation fully, and then build a solution that actually fits.
“We don’t want you scared to pick up the phone. If something comes up — a board question, a grant issue, a cash flow concern — we want to be the first call you make.”
We build financial reporting that nonprofit leaders and board members can actually understand. No jargon, no 40-page reports nobody reads. Clear numbers, clear context, clear direction.
Accurate books and consistent reporting mean that when your board asks a question, you have an answer you trust. We close the books every month, on time, every time.
Beyond day-to-day accounting, we help leadership teams see trends, plan ahead, and connect financial decisions to mission outcomes. That’s the difference between bookkeeping and financial leadership.
Things are going extremely well. Due to staffing, we were experiencing some challenges with our bookkeeping and accounting. They have been a ‘ram in the bush’ in this area and have been a tremendous resource in this area. They are efficient and are doing a masterful job getting things done.”
CFO Leverage gives us confidence in our numbers and clarity in our direction. That means we can stay focused on what matters most—meeting people where they are and helping them find stability and hope.
