My Business Life: Joe O’Regan, IntrinsicCFO

Joe O’Regan, founder of IntrinsicCFO, shares his life and business lessons.

Joe O’Regan is the founder of IntrinsicCFO, a fractional CFO service that helps Irish SMEs strengthen their financial management and plan for sustainable growth.

With a career spanning banking, consulting and finance transformation roles at firms such as AIB, PwC, Deloitte and Keystone Procurement, O’Regan now works closely with business owners as a strategic finance partner.

In this interview, he shares the journey that led him to founding IntrinsicCFO, the realities of building a business and why consistency and clarity matter more than motivation.

Tell us about your background and the journey that led you to starting Intrinsic CFO?

I studied economics and maths in university and joined AIB through their graduate recruitment programme in 2001. I spent five and a half years as a management accountant, and then another year and a half in Pioneer Investments. 

Then I joined PwC as a management consultant in the Finance Function Effectiveness team. From PwC, I joined Deloitte’s Finance Transformation team, where I worked on large-scale finance transformation projects.

My self-employment journey began in 2016 when my wife and I relocated to Canada. That was the first time I heard the term “fractional CFO”. I advised businesses a couple of days a month. One of the projects I was involved in required helping an Irish company break into the Canadian market.

Since May 2022, I’ve been back self-employed with my current business, IntrinsicCFO. I work primarily with SMEs in Ireland on a fractional basis.

I support clients with core finance services such as performance reporting, KPI development, budgeting, planning and forecasting. I also work with SMEs on digitisation, efficiency, scale and growth to exit.

Why are you doing what you’re doing? What need are you meeting? And what’s your USP?

I’m on a mission to help Irish SMEs and start-ups to grow, whether that means growing sustainably or growing to exit.

As for my USP, this might sound a bit corny, but it’s that I care. I genuinely care about the performance of the business. And because I care, I’m honest in the advice I give. I won’t just tell people what they want to hear. 

How did you found and start the business, and what are the growth plans?

I had already done it once before in Canada, so this was the second time around and less daunting.

That meant I knew exactly what needed to be done and could action it quickly and, in a cash,-efficient way. 

In terms of growth plans, I want to grow in a controlled way where there is a clear return on investment of time and resources. So effectively to practice what I preach.

Who or what has helped you most?

It’s not one specific person. I’m very fortunate to have a strong support network around me. That includes my wife and daughter, close friends I’ve had for 20, 30 and even 40 years, former colleagues from nearly every company I’ve worked in, and professional networks I’m part of.

I’m also very passionate about the ACCA and the genuinely global network it has given me. I’m also part of Agile Executives, who have been very good to me since I started the business. 

What is the best piece of business advice you’ve ever received?

The best advice I’ve received is this: if you can focus on one thing, one offering, and be really clear about it, you’ll be unstoppable.

In your opinion, what circumstances mark the difference between success and failure?

For me, success comes down to consistency. It’s about showing up, day after day, whether you feel like it or not. Motivation comes and goes. It’s about systems, discipline and staying calm when things are going against you.

What has been the most challenging aspect of starting and running the business?

The most challenging aspect is staying close to the cashflow and managing the mental side of uncertainty.

Sometimes sales are slow, especially when starting out and that’s normal. The challenge is to keep backing yourself and keep going, even when there isn’t a strong pipeline immediately visible. 

How did you navigate Covid-19, and what lessons did you learn?

Covid was interesting. I quickly realised that everything was moving rapidly online. From my PwC days after the financial crash, I had experience in strategic cost reduction. As a result, I developed workshops on strategic cost reduction and managing cash in a crisis.

Skillnets engaged me to deliver that training. That was reassuring because it allowed me to help other SMEs that were scared, while also helping me think through how to keep the lights on in our own business.

How has digital transformation influenced how you’re scaling, and do you think Irish firms are using technology to its full potential?

Digital transformation has been hugely positive for me. My business is an online business, and I’m pro-digitisation.

I’ve also worked with companies applying for digital grants through the LEOs and previously through the Small Firms Association. What Covid really showed was that many SMEs, not just in Ireland but across Europe, were not as digitally mature as they needed to be.

The good news is that Irish SMEs have strong support available through the Local Enterprise Offices. The advice is there, and so is the Grow Digital Voucher funding. So, in truth, SMEs in Ireland don’t really have an excuse not to move forward digitally.

If you were to do it all over again, what would you do differently?

I would act sooner. I don’t mean acting hastily. I just mean not hesitating.

Whether it’s founding the business or making decisions within the business, I’d back myself sooner and move more quickly.

How do you nurture talent in your organisation?

For me, nurturing talent starts with not micromanaging people. 

I also believe in a facilitator-coach style of leadership. You guide when guidance is needed, but otherwise you empower people and give them the space to perform. The key is proper training and the right environment.

Is there a business book or podcast you would recommend?

There are a few. I really like The Entrepreneur Experiment with Gary Fox. He’s very inquisitive, and I think he does a brilliant job of helping founders draw out really useful insights and advice.

I also like The High Performance Podcast. I listen to David McWilliams as well, which probably reflects the economist in me.

In terms of books, I like the The Daily Stoic and I recently read ChokePoints. I would recommend ChokePoints to anyone trying to better understand the geopolitical landscape we live in now and how it impacts our economy on a day to day basis.

What tools or technologies do you use to stay on track?

It’s a blend of old-school and digital.

I still like pen and paper, and I use journals and written to-do lists. But I also use project management tools like ClickUp and Notion. I have to-do lists on paper, on my phone and in my calendar. 

Is there any social media platform you prefer?

I’d say LinkedIn and Instagram. 

If you were speaking to your 21-year-old self, what would you say?

I’d say: keep going, keep showing up, and enjoy it.

There’s real power in compounding. I studied maths, so I understood that principle academically, but it applies just as much in life and business. Small wins compound over time. 

I’d also say: focus on what you can control and forget about what you can’t. 

Finally, I’d tell my 21-year-old self to stay present, enjoy the journey, and keep going. Work hard, yes, but enjoy it too. If there isn’t some bit of fun in it, it becomes a drag. And if every day feels like a fight, it’s much harder to stay disciplined.

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