THE MOMENT CASH GETS TIGHT

Profitable companies still fail when they run out of cash

Managing liquidity and working capital is one of the most practical and immediately valuable things a CFO does, and it is frequently the area where a growing business is quietly leaking value through inattention rather than bad luck.

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How we help

What cash and working capital work covers

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Cash-Flow Forecasting

Short and medium-term forecasting, so you see pressure points before they arrive rather than after.

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Working-Capital Optimisation

Tightening receivables, managing payables sensibly, and right-sizing inventory to release cash already tied up in the business.

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Liquidity Stress-Testing

Improving the cycle so the company funds more of its own growth from operations and leans less on outside capital.

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Liquidity Stress-Testing

Planning for the scenarios that keep founders awake — a slow quarter, a delayed raise, a large customer paying late.

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Cash Discipline & Reporting

Establishing the routines and reporting that keep liquidity visible and managed, rather than assumed.

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What we handle

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Cash already earned, funding nothing

The money is usually there. It is sitting in receivables that are collected late and inventory that turns too slowly — value the business has already created but cannot yet spend. Releasing it is often faster, and cheaper, than raising more.

Budgeting, forecasting and modelling

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Debt and capital restructuring

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Financial insight and decision support

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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.

What if we are under financial pressure or carrying too much debt?

We support companies through exactly these situations. That includes assessing the capital structure, modelling debt capacity, leading or supporting negotiations with lenders on refinancing and covenants, and sourcing replacement financing — bringing experienced, steady hands to a high-stakes process.

Improving the cycle so the company funds more of its own growth from operations and leans less on outside capital.

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.

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

Profitable companies still fail when they run out of cash

What cash and working capital work covers

Cash-Flow Forecasting

Working-Capital Optimisation

Liquidity Stress-Testing

Liquidity Stress-Testing

Cash Discipline & Reporting

Cash already earned, funding nothing

The money is usually there. It is sitting in receivables that are collected late and inventory that turns too slowly — value the business has already created but cannot yet spend. Releasing it is often faster, and cheaper, than raising more.

Budgeting, forecasting and modelling

Debt and capital restructuring

Financial insight and decision support

Frequently asked questions

A full-spectrum finance and compliance practice

A full-spectrum finance and compliance practice