Outsourced CFO & Accounting Services in Frisco
Financial leadership built for hypergrowth economics. Expert outsourced finance for construction companies, healthcare groups, corporate relocations, and professional services firms navigating the unique challenges of scaling a business in one of America's fastest-growing cities—where opportunity is everywhere and the margin for financial missteps is thin.
The Frisco Business Landscape
Frisco's transformation is one of the most dramatic growth stories in American business. A generation ago, this was a quiet farming community north of Dallas with fewer than 10,000 residents. Today, Frisco is approaching 250,000 people and attracting corporate headquarters, professional sports franchises, and multi-billion-dollar developments that would be remarkable for a city five times its size. The PGA of America chose Frisco for its new national headquarters, anchoring a 660-acre mixed-use development that includes two championship golf courses, a convention hotel, and a 500-room Omni resort. The Dallas Cowboys built The Star, a 91-acre campus that serves as the team's world headquarters and training facility while attracting restaurants, retail tenants, and corporate offices to the surrounding development.
The corporate migration continues to accelerate. Keurig Dr Pepper consolidated headquarters operations in Frisco. Beal Financial Corporation, one of the largest privately held banks in the United States, is based here. The $5 billion+ Fields development promises millions of square feet of office, retail, residential, and entertainment space over the coming decade. Uber Freight, Rooms To Go, and dozens of other companies have established significant Frisco presences. Collin County, where Frisco sits, consistently ranks among the fastest-growing counties in the nation by both population and job creation.
For business owners managing $5M to $50M in revenue, Frisco presents a specific strategic challenge: the growth is real and the opportunity is substantial, but the speed of change creates financial pressures that can overwhelm companies that scale operations before their financial infrastructure can support the expansion. Real estate costs are rising rapidly. Competition for skilled labor intensifies with every new corporate arrival. And the businesses that serve this boom—construction companies, medical practices, restaurants, professional services firms—face the paradox of growing demand and tightening margins simultaneously. The companies that build lasting value here are the ones with finance leadership that can distinguish sustainable growth from overextension.
The Fields
$5B+ Development
Mixed-use mega project
PGA of America
National HQ
660-acre development campus
~250K Population
From 6K in 1990
Among fastest-growing US cities
Construction Economics in a Boom Market
Frisco's construction sector is operating at a pace that tests even experienced builders. With billions of dollars in active commercial and residential development—The Fields, the PGA campus, Universal's planned theme park in neighboring McKinney, plus hundreds of residential subdivisions, medical office buildings, retail centers, and industrial facilities—the demand for general contractors, specialty trades, and material suppliers exceeds the local capacity to fulfill it. This creates an environment where every financial decision matters more than it would in a stable market.
Percentage-of-completion revenue recognition is the standard for construction companies, but implementing it properly requires job-level cost tracking that captures labor, materials, subcontractor costs, and overhead allocation for each active project. A general contractor running 15 to 30 concurrent projects needs financial systems that produce accurate work-in-process reports, track retainage receivable and payable across multiple contracts, and flag projects where actual costs are trending above estimates before the overrun becomes unrecoverable. In a boom market, the temptation is to chase revenue by bidding more work. Without precise job costing, a contractor can be adding projects that appear profitable on the bid sheet but are actually losing money because overhead allocation is too thin or material cost escalation clauses are insufficient.
Bonding capacity is the other critical financial constraint. Surety companies evaluate a contractor's balance sheet, working capital, and work-in-process schedule to determine bonding limits. A contractor with poor financial reporting may have the operational capability to take on larger projects but lack the bonding capacity because their financial statements do not accurately represent the company's financial health. For a $10M to $40M contractor in Frisco, the difference between a $5M single-project bond limit and a $15M limit can determine whether the company competes for the large commercial projects driving the boom or is confined to smaller residential work with thinner margins.
Healthcare Expansion in a Population Surge
Frisco's population growth has created enormous demand for healthcare services that the existing provider base cannot fully meet. Baylor Scott & White, Texas Health Resources, and Medical City Frisco anchor the hospital market, but the real growth opportunity is in the outpatient space: primary care practices, dental groups, urgent care centers, dermatology clinics, orthopedic surgery centers, and behavioral health providers are opening across the city to serve a population that is younger, wealthier, and more commercially insured than the Texas average.
For healthcare companies scaling from one or two locations to five or ten, the financial challenges compound rapidly. Each new location requires capital investment in buildout, equipment, and staffing before it generates meaningful revenue. The ramp-up period for a new medical office—typically 12 to 18 months to reach profitability—creates cash flow pressure that must be funded either from the profitable existing locations or through outside financing. Multi-location consolidation adds complexity to revenue cycle management, since each site may have a different payer mix, different credentialing timelines, and different collection patterns that must be tracked individually while also being reported in aggregate for management and lenders.
Provider compensation models are another area where finance leadership creates tangible value. As practices grow beyond the original physician-owner, recruiting associate providers requires compensation structures that balance productivity incentives with guaranteed minimums, account for collections lag, and include appropriate overhead allocation. A compensation model that makes sense for a solo practice can destroy profitability when applied to a ten-provider group if the overhead cost per provider is not properly factored in. Getting these models right determines whether expansion increases the company's overall profitability or merely dilutes it.
Corporate Relocations and Multi-State Tax Transitions
Companies relocating to Frisco from California, New York, Illinois, and other high-tax states are drawn by a compelling value proposition: no state income tax, lower real estate costs, a central U.S. time zone, and access to one of the deepest labor markets in the country through DFW's 8-million-person metro area. But the financial transition is more complex than simply changing the address on your letterhead. Texas's franchise tax—technically a margins tax levied on the lesser of 70% of total revenue, total revenue minus cost of goods sold, or total revenue minus compensation—applies to most businesses and is a cost that companies from income-tax states often fail to model during relocation planning.
Nexus issues create additional complexity. A company that moves its headquarters to Frisco but retains employees, customers, or property in its former state may still have tax obligations there. California, in particular, aggressively asserts nexus claims against companies that have relocated, arguing that retained economic connections create ongoing filing and payment requirements. A Frisco-based company with even a single remote employee in California may find itself filing California returns and paying California franchise tax on income apportioned to the state for years after the move.
Property tax in Collin County adds another variable. Texas relies heavily on property tax to fund local government, and Frisco's rapid appreciation means that commercial property assessments can increase 15% to 25% in a single year. A company that leased space based on Year 1 economics may face significantly higher effective occupancy costs by Year 3 as property tax pass-throughs from landlords increase with assessed values. Finance leadership should model these escalation patterns during the relocation analysis, negotiate property tax caps or limitations in lease agreements, and if appropriate, challenge assessments through the Collin County Appraisal District protest process.
Professional Services and the Talent Competition
Frisco's emergence as a corporate destination has attracted a growing base of professional services firms—management consultants, technology staffing companies, wealth management practices, marketing agencies, and accounting firms—that serve the region's corporate and high-net-worth client base. These businesses face a financial challenge specific to professional services: their primary asset walks out the door every evening, and in Frisco's intensely competitive labor market, retaining that asset requires compensation and benefits that may exceed what smaller firms have historically offered.
Client profitability analysis is essential for professional services firms operating in this environment. When labor costs are rising and clients push back on rate increases, the natural response is to absorb the cost increase and hope to make it up on volume. But not all clients are equally profitable, and a firm that lacks visibility into true client-level profitability—accounting for the time of specific team members, realization rates, write-offs, and the overhead consumed by each engagement—may be investing its most expensive resources in its least profitable accounts. Finance leadership builds the analysis that lets management make these decisions based on data rather than relationships or intuition.
Utilization tracking ties directly to profitability. A consulting firm with ten professionals billing at an average of $200 per hour generates dramatically different financial results at 70% utilization versus 80% utilization—the difference can exceed $400,000 annually on the same headcount. Yet many growing professional services firms track utilization informally or not at all, relying on revenue targets that obscure whether the firm is genuinely productive or simply busy. As these firms scale past $5M in revenue and add layers of management, the need for disciplined financial tracking becomes a matter of survival, not optimization.
What Growing Frisco Businesses Need from a Finance Partner
The central financial challenge in Frisco is managing the tension between growth and discipline. Opportunity is genuinely abundant: the population is expanding, corporations are arriving, construction spending is measured in billions, and consumer demand is growing across virtually every category. The danger lies in confusing market momentum with company-specific financial health. A construction company that is winning projects may still be losing money on each one if overhead allocation is wrong. A medical practice opening new locations may be growing revenue while destroying cash flow. A professional services firm hiring aggressively may be expanding costs faster than it can expand billing.
A finance partner serving Frisco businesses needs to bring the analytical rigor that separates genuine value creation from revenue-driven overextension. That means building financial models that test growth assumptions against realistic scenarios, not just optimistic ones. It means cash flow forecasting that accounts for the lag between investment and return—the months of negative cash flow from a new construction project, a new medical office, or a new service line before revenue catches up. And it means maintaining the financial reporting quality that keeps lenders, bonding companies, and investors confident in the business even during the messy middle period of rapid expansion.
It also means understanding that Frisco operates within the broader DFW ecosystem. Many businesses based in Frisco serve customers across the metroplex, compete with companies in Plano, Dallas, and Fort Worth for talent and contracts, and may have operations or projects spanning multiple North Texas municipalities with different tax and regulatory requirements. A finance partner that only understands Frisco in isolation misses the regional dynamics that shape competitive positioning, pricing strategy, and growth opportunities for companies at the $5M to $50M revenue level.
Scale Your Frisco Business with Confidence
Get finance leadership that understands construction economics, healthcare expansion, corporate relocation tax planning, and the financial discipline required to scale in North Texas's fastest-growing market. We work with Frisco businesses from $5M to $50M in revenue.