Australian finance teams should be built in order, not to a headcount target. Up to 20 staff, a hands-on finance manager or controller plus a bookkeeper. From 10 to 50 staff, a controller or head of finance with transactional support underneath. The CFO comes last.
Hire for the workload, not the org chart
The value of getting finance structure right is that finance leadership is not really about the numbers. It is about clarity across the whole organisation, and a team built in the wrong order cannot give you that. The instinct founders have is to picture the finance team they will need at scale and start building towards it. Do that and you either hire senior people with nobody underneath to hand work to, or you stack junior people with no one to direct them. Build to the workload you have now, with the next stage in view.
The single most common mistake is turning one role into two jobs. A Head of Finance who is also doing the close, payroll and reconciliations is a $220k resource running accounts payable. Split the strategic work from the transactional work from your very first hire, and you avoid the waste that compounds at every stage after.
The classic startup structure: a controller and a bookkeeper
For most businesses between 10 and 50 people, or roughly $5m to $10m in revenue, one structure does the job: a Financial Controller or Head of Finance handling the strategic oversight, decision support and governance, with an outsourced bookkeeper or accounts assistant underneath handling the transactional processing. The controller owns the higher-end work and the oversight. The bookkeeper owns AP, reconciliations and payroll. It is the most common model for a reason: it keeps your expensive person on expensive work and stops you hiring two full-timers before you need them. The senior seat does not have to be five days a week either. Hiring a Head of Finance for three days a week instead of a full-time Senior Accountant buys more judgement for similar money, and I have seen that flexible model work well at senior levels.
Founders often use the two titles interchangeably, and they are not the same role. A Financial Controller is weighted to financial controls, compliance and reporting, keeping the numbers right and the business out of trouble. A Head of Finance is broader and more forward-looking: financial modelling, FP&A, budgeting and forecasting sit in the remit alongside the controls. If the next twelve months are about a raise or a plan, you want the Head of Finance shape; if they are about getting the numbers trustworthy, the controller shape is the right buy.
Earlier than that, up to around 20 staff, you do not need a big team at all, you need agility. That is usually a hands-on Finance Manager or Financial Controller, supported by a bookkeeper or an outsourced accounting firm. The mistake at this stage is reaching for seniority too soon and paying for strategic capacity the business cannot yet use. What you are buying in that early seat is breadth, resilience and comfort in an unstructured environment. By scale-up the same seat changes shape, because the hire has to build process and lead a team at the same time.[1]
| Stage | What the finance function should look like | |
|---|---|---|
| Up to ~20 staff | Agility, not a team | A hands-on Finance Manager or Financial Controller, supported by a bookkeeper or outsourced accounting firm. Do not reach for seniority yet. |
| 10 to 50 staff ($5-10m) | The classic startup structure | A Financial Controller or Head of Finance on strategy, oversight and governance, with an outsourced bookkeeper or accounts assistant on the transactional work. |
| 50+ staff, $10m+ ARR | The CFO layer | A first CFO on top of the controller, FP&A and transactional finance you have built. Series A or B. Often fractional at the join before it is full-time. |
Your first finance hire is not a bookkeeper
This is the one to get right, because it is the hardest hire a founder makes. Your first dedicated finance person is not there to keep the books. They are the person who builds the infrastructure the business grows on: the reporting frameworks, the compliance structure, the systems that let you fundraise, acquire and scale without losing control, which is what Kaycee Singh, who built a tech finance function from zero took me through on the podcast. Part of that structure is not discretionary, because ASIC requires a company to keep proper financial records and the directors carry that duty personally. A bookkeeper keeps the past tidy. Your first finance hire builds the thing the next three years run on.
The trigger for that hire is usually one of three things: the business scales past 10 to 20 heads, you are three to six months on from a seed round, or your existing bookkeeper-and-accountant setup simply breaks under the load. Our first finance hire guide maps those triggers against funding stage. When any of them lands, it is time, and it is a Head of Finance or a strong Financial Controller, not a more senior bookkeeper.
I set out what each of these roles costs in 2026, by level and stage, so you can price the hire before you make it.
One finance hire does both jobs at first. As you scale, strategic and transactional finance split apart.
When the CFO layer goes on top
The CFO is the last piece, not the first. For most high-growth businesses the first CFO lands at 50-plus heads and $10m-plus ARR, around Series A or B, sitting above the controller and whatever FP&A and transactional finance you have built underneath. Adding a CFO before that structure exists gives you a leader with nothing to lead: no reporting engine to draw on, no transactional layer to rely on, so they end up building process the business does not need yet, or leaving. Build the base first, then put the CFO on top of it.
What that looks like in practice is leaner than most founders picture. One profitable software client of mine with about 70 staff across four countries runs finance with a CFO, a financial accountant and a management accountant in Australia, an outsourced offshore transaction processing team of five in Poland, and outsourced payroll providers in each overseas region. The strategic layer stays small and local; the transactional layer is where the headcount, and the offshoring, sits.
There is a real judgement call about whether that CFO is full-time yet, and often the honest answer at the join between the controller stage and the CFO stage is a fractional one. It lets you get the senior layer without committing to the full salary before the work is there to fill it.
If you are weighing whether that CFO layer is due yet, I set out the signals that say you actually need one.
The order matters more than the size
If you take one thing from this, make it the sequence, not the headcount. Split strategic from transactional at the first hire. Add a controller or Head of Finance with a bookkeeper underneath through the 10-to-50 range. Put the CFO on top once you are past 50 heads and the function is real. Get that sequence wrong, almost always by reaching for seniority too early, and you end up paying senior salaries while the work that actually needs doing still has nobody assigned to it.
Common questions
How big should my finance team be?
Headcount is the wrong question. The right one is what to hire, in what order. Up to about 20 staff you need agility, usually a Finance Manager or Controller plus a bookkeeper or outsourced accounting. From 10 to 50 staff the classic structure is a Financial Controller or Head of Finance on the strategic work with a bookkeeper underneath on transactional. The CFO layer goes on top at 50-plus heads and $10m-plus ARR. Build to the workload, with the next stage in view.
What is my first finance hire?
A Head of Finance or a strong Financial Controller, not a bookkeeper. Your first dedicated finance person builds the infrastructure the business grows on: reporting frameworks, compliance structure, and the systems that let you fundraise and scale. A bookkeeper keeps the past tidy; your first finance hire builds what the next three years run on. It is the hardest hire a founder makes, because most founders cannot easily assess finance talent.
When do I need my first finance hire?
Usually one of three triggers: the business scales past 10 to 20 heads, you are three to six months on from a seed round, or your existing bookkeeper-and-accountant setup breaks under the load. When any of those lands, it is time for a Head of Finance or Financial Controller. Before that, an outsourced setup is often enough.
Should I split the finance role or hire one person to do everything?
Split it, from the first hire. A Head of Finance who is also running the close, payroll and reconciliations is an expensive resource doing transactional work, and it is the most common structuring mistake. The fix is cheap: put a controller or Head of Finance across strategy and oversight, then hand the transactional processing to a bookkeeper or accounts assistant. It keeps your expensive person on expensive work and avoids hiring two full-timers too early.
When does a CFO join the structure?
Last, not first. For most high-growth businesses the first CFO lands at 50-plus heads and $10m-plus ARR, around Series A or B, sitting on top of the controller, FP&A and transactional finance you have already built. Add a CFO before that base exists and you have a leader with nothing to lead. A fractional CFO often bridges the join before the full-time hire is justified.
References
- How the seat changes by environment is in my Finance Manager salary report, comparing start-up, scale-up and multinational hires.