CFO Services and Financial Advisory
Most small businesses reach a point where the books are fine and the decisions still feel like guesswork. You know what last month cost. You don't know whether you can afford the hire, whether the new line is actually making money, or how many weeks of cash you have if the big customer pays late.
That gap is what a CFO closes. Below a certain size you can't justify one full time — and you don't need to. You need the thinking, a few days a month.
Cash flow forecasting and working capital
A 13-week rolling cash flow forecast, updated as reality moves, so you can see a squeeze coming while there is still time to do something about it — alongside the working capital picture: how long your cash is tied up in stock, and what customers actually owe you versus what the ledger says.
Budgets, KPIs and board reporting
An annual budget you can actually hold people to, with monthly variance analysis explaining what moved and why. A short set of KPIs that matter for your business, and — if you report to a board, investors or a parent company — the full pack: numbers, commentary, and answers to the questions before they're asked.
Financial models and fundraising
Three-statement models, scenario analysis, unit economics, and the model behind a specific decision — a new location, a price change, a large capital purchase — built so you can change an assumption and see what happens. If you're raising, we prepare the financial section for the data room.
An ongoing part-time CFO
The above as a monthly retainer rather than a project: a regular call, a reporting pack, and someone who knows your numbers well enough to be useful when a decision comes up between meetings — usually somewhere between a first serious hire and a first outside investor.
Judgement, not software
Engagements are led by an ACCA member with a Master's in Finance from IBA Karachi, working day to day in group financial reporting for an international organisation with subsidiaries across several countries — consolidated accounts, management discussion and analysis, audit coordination and monthly reporting. That matters because CFO work is judgement, not software. The question is not whether someone can build a forecast. It is whether they have seen enough month-ends to know which assumptions break first.
Start with a diagnostic
Most engagements start with a diagnostic. We take three months of history and come back with what your numbers say, what they should say, and the two or three decisions the data is pointing at — a fixed-fee piece of work with a defined end, and a fair test of whether we are useful to you. From there it becomes either a defined project — build the model, build the forecast, prepare for the raise — or a monthly retainer. We'll tell you which you need, including when the answer is that you're not big enough to need either yet.
Reporting and bookkeeping underneath
CFO work only functions if the underlying numbers are reliable. If your bookkeeping is behind or your chart of accounts was never designed for the business you now run, we fix that first — either as part of the engagement or through our bookkeeping and reporting service.