CFO Expertise • Operational Insight • Executive Strategy
About Impact CFO
I didn’t set out to build a CFO practice focused only on numbers.
Over time, I realized the real work business owners needed wasn’t just financial reporting — it was another experienced adult at the table. Someone who could see the whole business, ask better questions, and help navigate decisions when the stakes are high.
My clients don’t hand me a spreadsheet. They hand me a seat at their table. I work inside companies — not at arm’s length — embedding with leadership teams to understand how decisions are really made, how people show up, and where the numbers intersect with operations, strategy, and culture.
Most of the value I deliver isn’t what a client initially asks for. It’s what they didn’t know to ask — until someone took the time to look at the full picture. That’s the role I play today as a fractional CFO and founder of Impact CFO.
Principles I Operate By
Clear alignment, no hidden incentives.
I don’t accept referral fees or commissions. When we recommend a vendor, advisor, or solution, it’s because I believe it’s the best option for the business — not because it benefits me.
Long-term thinking over short-term fixes.
Every decision is evaluated through the lens of sustainability, legacy, and long-term success — whether that’s growth, succession planning, or eventual exit.
Direct, honest conversations.
Business owners don’t need more noise. They need clear, thoughtful feedback that considers all the variables — even when it’s uncomfortable.
Respect for the whole organization.
I spend time with people at all levels of the business because insight doesn’t live in a single department or title.
Impact CFO is built around one core belief: growing businesses need experienced financial leadership inside the room.
I’ve spent more than 30 years working alongside family-owned and private equity-backed companies navigating growth, crisis, capital events, and operational complexity. Most of the businesses I work with aren’t simple. They operate in equipment-driven industries, manufacturing, industrial products, and long-term contract environments where percentage-of-completion accounting and multimillion-dollar projects are the norm—not the exception.
We understand how these businesses actually function.
That includes managing complex capital structures, overseeing large contracts, leading ERP implementations, and building reporting systems that leadership can trust. Financial oversight isn’t theoretical here—it’s tied directly to operations, pricing, capacity, and risk.
As a Fractional CFO, I don’t operate from a distance. I embed with your leadership team, ask the hard questions, and help you make decisions that protect margins, strengthen cash flow, and position the company for long-term success. Whether you’re preparing for growth, navigating a transition, or improving performance, the work is practical and grounded in reality.
Our approach is collaborative but candid. We focus on clarity, disciplined execution, and strategies that make sense for your specific business—not generic templates.
If your company needs experienced financial leadership that understands complexity and thinks long-term, let’s have a conversation.
MEET LOWELL MORA
Lowell Mora, CEO of Impact CFO, brings more than 30 years of experience guiding small to mid-sized businesses through financial and operational complexity.
He has worked extensively with family-owned and privately held companies, as well as private equity-backed businesses, helping leadership teams improve profitability, strengthen cash flow, and make disciplined strategic decisions. His experience spans equipment-based business models, manufacturing, construction, and industrial services—industries where percentage-of-completion accounting, large contracts, and operational precision matter.
Lowell understands how these businesses actually run.
He has led ERP implementations, overseen multimillion-dollar contracts, and built financial reporting systems that give leadership real visibility—not just numbers, but clarity. His work often sits at the intersection of finance and operations, where pricing, capacity, capital allocation, and risk all converge.
As a Fractional CFO, Lowell embeds with leadership teams. He does not operate as a distant consultant. He works inside the business—asking the hard questions, simplifying complex issues, and helping owners and CEOs make decisions that protect margins and support long-term growth. He has advised companies ranging from $5 million to over $100 million in annual revenue, guiding them through transitions, capital events, succession planning, and periods of rapid expansion.
Lowell is also the host of Ask the CFO, a bi-weekly open forum where business owners bring real financial questions and walk away with practical, actionable insight. The sessions reflect his broader approach: clear, direct, grounded in experience, and focused on what actually works.
At Impact CFO, his focus is simple—build stronger financial foundations so businesses can grow sustainably and endure.
We have worked with some of the top global leaders:
“Lowell is adept at financial analysis in looking at detail, determining how the results impact the company’s current plan as well as the effect on the long term and strategic plan. Lowell has the ability to dig into the detail, but stay above the clutter to provide clear, and concise analysis ”
Terry Roche
President at Northern Precision Plastics, Private Equity Partner, GM / President / COO of Industrial Manufacturing Co's
“He provided a meticulous comprehension of the finances in support of the budget process, forecasting, non-allocated cost control, currency hedging, and project implementation to name a few. With a clear understanding of the business and a strategic mindset, Lowell often challenged the organization in areas outside the financial arena.”
Lynn Horswell
Head of Service Sales, Solutions - North America at GEA Group
“Lowell is a consummate professional and a tenacious business partner that was instrumental in developing strategic direction. He increased cost awareness and improved the financial health of the business through the creation; selection and implementation of key performance indicators that was accompanied by heads up reporting that aided in predicting business outcomes and maintaining a pulse on the business. ”
David McAnelly
Emergency Power Integrity
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