THE MOMENT YOU NEED A PLAN

A plan the business actually uses, and a model that bends without breaking.

A company without a credible plan is flying blind, and a plan that lives in a forgotten spreadsheet is barely better. We build budgets and forecasts that are realistic, that the business actually uses, and that flex when reality diverges from the plan.

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How we help

What budgeting and modelling covers

01

Annual Budget

Built collaboratively with leadership and grounded in real operating drivers, rather than last year plus a percentage.

01

Rolling Forecast

A forecast that updates as the year unfolds, keeping the view forward-looking instead of frozen at the start of the year.

01

Cash-Flow Forecasting

Linking the income statement, balance sheet and cash flow, so you can test the impact of any decision before you make it.

01

Cash-Flow Forecasting

Showing what the bank balance will actually do in the weeks and months ahead — often the single most important number a growing company has.

01

Three-Statement & Scenario Models

Models robust enough to put in front of investors and lenders without rebuilding them first.

01

Long-Range Planning

Connecting the company's ambitions to the capital and the runway required to reach them.

What we handle

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A forgotten spreadsheet is barely better than no plan

What makes a budget useful is not its precision on day one. It is put it in front of the right decision at the right time, when reality has diverged from the plan and the forecast has to bend rather than break.

Budgeting, forecasting and modelling

01

Cash flow and working capital

02

Fundraising support

03

We sit on both sides of this table. Through our Fund Administration work, we understand exactly what institutional investors scrutinise — because we administer the funds doing the scrutinising. That dual perspective shapes how we prepare you.

See Fund Administration →

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FAQS

Frequently asked questions

Our numbers are a mess. Can you still help?

That is often exactly where we start. Before finance can inform good decisions, it has to be trustworthy, so many engagements begin by structuring the finance function and correcting the processes — fixing the close, the controls and the reporting — and only then move on to strategy and decision support.

We already have a bookkeeper or accountant. Why would we need this?

Bookkeepers and accountants record and report what has happened — essential work, but backward-looking. A CFO interprets those numbers and shapes what happens next: pricing, capital allocation, fundraising, cash strategy. The two roles complement each other; one keeps the books, the other helps you make decisions with them.

Linking the income statement, balance sheet and cash flow, so you can test the impact of any decision before you make it.

Yes — fundraising support is a core part of this service. We get the company investment-ready, build the model, business plan and data room, help shape the equity story, prepare leadership for investor scrutiny, and stand beside you through diligence and negotiation.

What is the difference between a fractional CFO and a full-time CFO?

The seniority and the judgement are the same; the commitment and cost are not. A fractional CFO gives you experienced financial leadership scaled to what your business needs and can support right now — a steady presence through growth, or intensive support around a raise or restructuring — without the salary, equity and permanence of a full-time executive hire.

How is this engagement priced and structured?

it is scoped to the situation. Some clients want an ongoing fractional-CFO relationship; others need intensive support around a specific event and a lighter touch afterwards. Because this is a senior, selective service, we agree the scope and commercial terms with you directly at the outset.

A full-spectrum finance and compliance practice

COMPANY

OUR OFFICES

A plan the business actually uses, and a model that bends without breaking.

What budgeting and modelling covers

Annual Budget

Rolling Forecast

Cash-Flow Forecasting

Cash-Flow Forecasting

Three-Statement & Scenario Models

Long-Range Planning

A forgotten spreadsheet is barely better than no plan

What makes a budget useful is not its precision on day one. It is put it in front of the right decision at the right time, when reality has diverged from the plan and the forecast has to bend rather than break.

Budgeting, forecasting and modelling

Cash flow and working capital

Fundraising support

Frequently asked questions

A full-spectrum finance and compliance practice

A full-spectrum finance and compliance practice