When to introduce your first controller (and what to expect)

Think of them as the architect of financial order.

A controller designs the systems and controls that keep your data clean and your decisions reliable. They make sure approvals follow rules, that reconciliations are done on time, and that reporting reflects reality instead of just best guesses.

It is not always glamorous work, but it is what allows the business to move faster without losing control. A good controller turns financial operations into a predictable rhythm — one the entire team can trust.

Look for the cracks. They usually appear quietly, don't they?

Month end reports start arriving later than expected. Someone in leadership questions a number that looked fine yesterday. Your finance lead spends more time checking data than analysing it.

These are signals that manual control is reaching its limit.

According to our recent conversations with finance leaders, most companies feel the pain of weak controls months before they actually act. Processes rely on memory, and approvals happen by email. That setup might work for a small startup, but definitely not for a scaling business.

The right controller brings logic into that chaos. They establish approval rules, create consistency across entities, and use automation tools to make sure no policy lives only on paper.

Controllers don’t just enforce rules. They design them. But in modern finance, no one can manage those rules manually. It is just too much.

That is where automation helps. For example, with ApprovalMax, controllers can build rule based approval flows that accurately reflect company policy. Every bill or purchase order follows the same clear logic: who approves, at what amount, and for which department.

The benefit is consistency. Approvals happen faster, nothing slips through, and audit trails are created automatically. The controller can then focus on what matters most — accuracy, insight, and accountability.

The first months with a controller are often uncomfortable for founders and finance teams. There will be new questions, new processes, and sometimes resistance to “more control.”

That is completely normal, so just prepare for it.

A good controller starts by learning how things work, then quietly fixes what does not. They build checklists, clean up reconciliations, and formalise approvals. They might also replace some manual steps with connected tools that talk to your accounting system.

Don’t expect instant speed. The first wins are usually invisible: fewer errors, more predictable closes, and a sense that everyone finally knows what “done” means.

Once a controller is in place, the CFO’s role shifts from managing to leading.

You spend less time fixing problems and more time interpreting what the numbers actually mean for the business.

Controllers handle the daily mechanics of accounting and reporting, freeing CFOs to focus on forecasting, strategy, and communication with leadership and investors.

It is a partnership built on trust. The controller ensures the data is clean. The CFO ensures it is used wisely.

A well balanced finance team has three layers: operations, control, and insight.

• Operations manage transactions and daily bookkeeping.

• Controllers ensure those transactions follow policy and remain audit ready.

• The CFO connects the dots, turning clean data into strategy.

When all three work together, finance becomes a system, not a scramble.

Softwares like ApprovalMax help sustain that balance. They give controllers and CFOs shared visibility over approvals, budgets, and audit trails. Everyone sees the same truth, in real time. That is what mature finance looks like — calm, clear, and accountable.

The takeaway: You don’t hire a controller because things are broken. You hire one to keep them from breaking as you grow. The best time is earlier than you think—when your numbers are still right, but getting harder to prove.

Here’s how to prepare for the transition:

• Identify the weak spots: Pinpoint the three most manual or inconsistent processes right now (e.g., invoice approvals, bank reconciliation).

• Document everything: Have your current processes written down so the new controller has a starting point.

• Define the win: Be clear that the goal is better control for faster growth, not just more rules.

You've got this.