Most decisions come down to numbers: whether to invest, how to fund growth, which margin the business can sustain. When financial information arrives late or incomplete, decisions are taken on instinct.
We work alongside management to strengthen financial control, build reliable management information and support the decisions that follow. CFO as a Service means senior financial leadership, sized to what the company actually needs, without hiring a full-time CFO.
- 01
CFO as a Service
Senior financial leadership on a monthly retainer, with regular involvement in the business, financial analysis and support to the Board on the decisions that matter.
- 02
Financial planning and control
Structuring financial planning and the mechanisms needed to monitor results, variances and cash requirements.
- 03
Key Performance Indicators (KPIs)
Defining the management indicators that show how the business is performing and where value is being created or lost.
- 04
Reporting and management dashboards
Turning management information into clear, intuitive and well-designed reports and dashboards that make performance easy to follow.
- 05
Financial modelling
Building financial models to test scenarios, assess outcomes and support investment and growth decisions.
- 06
Business plans
Structuring the business model, financial projections and the main drivers of value creation.
- 07
Investment and new business analysis
Assessing the viability, return, risks and funding requirements of new business opportunities.
- 08
Strategic Advisory
Independent analysis to support significant decisions on the future, positioning and development of the company.
- 09
Financial Due Diligence
Reviewing financial position, performance, quality of earnings and key risks ahead of an investment or acquisition decision.
- 10
Acquisitions and Post-Merger Integration
Financial support in the assessment, execution and integration of acquisitions, including the analysis of key impacts and risks.
01
Read the numbers
Understand the financial information that exists, how it is produced and what it can — or cannot — yet say about performance.
02
Analyse the drivers
Identify what determines margin, result and cash, and test scenarios for investment, funding and growth.
03
Structure the decision
Organise indicators, reporting and models so management decides on reliable information, at the moment it is needed.
An important decision deservesan independent perspective.
Describe the context. The response is shaped from there.
