Client Story
Clear Line of Sight: Forward-Looking Finance
“We can very confidently approach our cash flow knowing where we’re going to be with all of those decisions.”
Bruce Card
President & CEO
Paragon Technology Group provides IT, cybersecurity, and enterprise management services to government clients. With more than 100 employees and a range of fixed-price and contract-based engagements, the company has carved out a strong reputation in the public sector for dependable, mission-critical support. Led by President and CEO Bruce Card, Paragon had experienced significant growth, including winning back a major contract that nearly doubled its revenue. But as the company scaled, the complexity of its financial operations grew as well. Despite increasing topline results, profitability was declining, and decision-making felt more reactive than strategic. It became clear that to continue growing effectively and sustainably, Paragon needed better financial insight and stronger tools to manage what came next.
Why Paragon Engaged a Fractional CFO
Bruce had led the company through major growth milestones, including winning back a previously lost contract that nearly doubled company revenue. But as the business scaled, profitability unexpectedly declined. At the same time, leadership transitions had left Paragon without strategic financial guidance. Bruce found himself navigating a more complex organization without the visibility or tools to understand what was working or why margins were shrinking.
Budgets arrived late in the year, sometimes not finalized until the second quarter. Cash flow felt unpredictable. And with limited forecasting capabilities, the company was making key decisions based on outdated financial data. Bruce could see that without a change, Paragon’s growth might outpace its infrastructure.
I was trying to guide the company by looking in the rearview mirror—and not even what was behind me, but six months behind me.
A full-time CFO wasn’t financially viable. And after meeting with other fractional CFO providers, Bruce was discouraged by their rigid, one-size-fits-all models.
More Than a Provider
Early conversations with other providers left him cold. The offerings felt impersonal and overpriced, and none of them seemed to grasp the specific challenges Paragon was facing. It wasn’t until a Vistage colleague introduced him to ProCFO Partners that things shifted.
From the very first meeting with ProCFO Vaughn Henson, the difference was clear. The engagement began with questions rather than assumptions, and the approach felt tailored, not transactional.
It felt like a good fit right away. Vaughn didn’t feel like a fractional CFO—he felt like part of the team. We felt like his priority.
That immediate connection set the tone for a working relationship built on trust, candor, and shared focus. Vaughn’s presence was consistent and involved in every way that mattered.
Metrics That Matter: Presence with Payoff
Paragon’s partnership with ProCFO Partners led to meaningful improvements in financial visibility and performance that sharpened performance and changed how Paragon operates.
- Invoicing timeframe has improved by more than 30 days to accelerate payment on key contracts, improving cash position without requiring new sales.
- Daily cash flow forecasting removed the guesswork from payroll and helped eliminate overdrafts.
- A five-year forward-looking budget guides planning for growth, M&A, and exit scenarios.
- Paragon can now track margin by role, helping to make smarter staffing decisions where the numbers weren’t working.
When Bruce first connected with ProCFO Partners, he wasn’t just looking for financial expertise. He needed someone who could quickly understand the business, deliver forward-looking insights, and become a true strategic partner. In Vaughn Henson, he found all three.
With deep experience supporting government contractors and a practical, systems-oriented mindset, Vaughn helped Paragon transform its approach to forecasting, cash flow, and margin visibility. His presence went beyond numbers. He brought candor, clarity, and confidence to every conversation. Bruce says:
I trust what you say and I know that you’re going to tell me exactly what you think. That’s what I need.
Shared Prosperity
As profitability improved, Bruce made sure the benefits extended across the company. Year-end bonuses, enhanced benefits, and increased 401(k) contributions reflected a deliberate culture to reward the people doing the work.
“What’s the point of making a profit,” he said, “if the people that are doing the work that actually pay my paycheck aren’t able to share in that success?”
For Vaughn, this wasn’t just talk. He’d seen other companies gesture toward shared success, but Paragon followed through. Leadership didn’t simply distribute rewards. They invested in long-term well-being. The actions matched the intention, and it reshaped the culture from the inside out.
What’s the point of making a profit if the people who are doing the work that actually pay my paycheck aren’t able to share in that success?
At Paragon, profit supports momentum—for the company and for the people who make it run.
From Rearview to Runway
Bruce still has sleepless nights, but now it’s because he’s working on proposals, not worrying about payroll. The daily bank checks are gone. Forecasting is in place. Confidence has replaced guesswork.
The outcome isn’t just better visibility. It’s stronger leadership. With systems aligned and strategy driving decisions, Paragon is building its future with intention.
I really believe we’re going to make our numbers because of what we’ve done over the past year together.
At Paragon, results aren’t just theoretical. They’re operational. And they’re just getting started.
