Strategic advisory and fractional CFO support

The CFO conversation without the CFO salary, for the decisions that have grown too consequential to make from a bank balance and a feeling.

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What is included

Cash flow forecasting

Scenario modelling: a hire, a lost client, a price rise, a lease

Pricing and margin strategy

Financing and lender support, including the meeting itself

Growth and capacity planning

Exit and succession readiness

How it works

What working with us looks like

We start with the question in front of you

Not a standing monthly meeting with no particular question. We start with the decision you face.

We model it properly

Built on your real numbers, with the assumptions written down so you can disagree with one.

We stay for the consequences

A forecast to track, a lender to satisfy, a price list to change — at whatever weight it warrants.

Who it is for

Is this the right service for you?

You are facing a decision large enough that being wrong would genuinely hurt.

The business is growing and cash is getting tighter rather than easier.

You are going to a bank and would rather not arrive with a shoebox.

You have not changed your prices in years.

You want to step back in the next few years and have not tested whether the business would survive it.

Questions

Questions about Strategic Advisory

What does “fractional CFO” actually mean?

A finance director’s judgement, bought by the day or the question instead of by the year. A full-time CFO is a six-figure commitment that a business of thirty people rarely needs and often cannot justify — but the decisions that role exists for still arrive. Fractional means you get the thinking at the points where it changes the outcome.

Is this a retainer or project work?

Either. Some questions are a single piece of work with a clear end — a financing round, a pricing review, a decision about premises. Others justify a standing arrangement. We would rather scope the first piece properly and let the shape of the relationship follow from that than sell a retainer on day one.

Do we need to already have good books?

You need reliable numbers, because a model built on unreliable ones is worse than no model — it produces confident wrong answers. If the records are not there yet, that is the first piece of work, and it is bookkeeping rather than advisory.

How is this different from what our accountant already does?

Most accounting relationships are retrospective by design: they report what happened and file it correctly, which is necessary and is not the same job. This one is prospective. If your current firm already does this with you, you likely do not need us for it.