A Senior Finance Head
For Growing Businesses

Most businesses that get into trouble aren't unprofitable — they just run out of cash at the wrong moment. Seeing it coming changes everything.

We build a clear view of cash through:

• —13-week rolling cashflow forecasts
• —working capital review
• —debtor and creditor timing
• —tax obligations planned into the cash position
• —capex and funding runway modelling
• —early warning on pressure points, while there's time to act

Revenue going up doesn't mean much if margin is going nowhere. It's just a bigger version of the same problem.

We find and protect the margin through:

• —gross margin by product, service or project
• —overhead attributed properly, not guessed at
• —a look at pricing — is it still right?
• —labour efficiency and utilisation
• —finding where profit is leaking
• —break-even by revenue stream

As a business grows, decisions carry more weight and less room for error.

We're in the room for decisions like:

• —when to hire and how fast to grow the team
• —opening a new location or service line
• —debt structuring and finance negotiations
• —equipment and technology investment
• —pricing changes
• —restructuring the business
• —buying in a partner or another business
• —exit and succession

Most owners don't need more spreadsheets. They need a handful of numbers, in front of them, without having to go looking.

We build reporting that gets opened:

• —a simple dashboard of the numbers that matter
• —a reporting rhythm that fits how you work
• —board-ready financial packs, if you need them
• —alerts when something needs attention
• —reporting that lines up across the business
• —less manual work getting the numbers together

It's hard to steer a business you can't see clearly.

We build a clear, current picture through:

• —live profit and loss by division or branch
• —true margin by revenue stream
• —what's actually driving your costs
• —overhead spread properly across the business
• —a view that reflects reality, not just the ledger
• —reconciling cash against profit, so both make sense

An annual budget is out of date within weeks. We build plans that get revisited, not filed away.

We put planning in place that actually gets used:

• —an annual plan, reforecast every quarter
• —targets with someone checking in on them
• —where to put money and effort next
• —hiring plans tied to the numbers
• —growth milestones and when funding is needed
• —checking actual performance against the plan

The best decisions get made before the pressure arrives — not during it.

We map out the scenarios so you're ready:

• —best case, base case and worst case
• —what expansion would actually take and cost
• —how sensitive pricing is to change
• —how much debt the business could safely carry
• —a plan for a downturn, before one happens
• —working through a possible acquisition or investment