Senior finance leadership for the decisions that set a company’s direction

For the period and the problem that warrant it.


Interim CFO

A departure, a transaction, a close that has to land. Numbers owned from day one, the function left in better order than it was found. Full-time, time-boxed.

Fractional CFO

One or two days a week: the forecast the board can trust, the metrics that predict the business, the discipline around cash.

Special situations

A raise. A sale. Diligence on either side of a deal. A finance transformation. Scoped as a project, delivered to a result.

We lead with context

There’s no universal playbook. The right reporting, controls and priorities are shaped by each company’s incentives, people and lines of influence.

These are found in the business, not imported from someone else’s best practice.

We find where it breaks

Strategy rarely fails on the page. It fails in the gap between what the board approves and what the ledger, the forecast and the incentives actually drive.

A budget says one thing; the month-end numbers, the cash position and the comp plan say what the business is really optimising for.

We close the gap

We build the reporting, controls and forecasts that show how the business truly runs – then change the key ones that move performance and cash. Finance stops recording what happened and starts shaping what happens next.

That is what it means to close the gap.

Interim CFO

Holding the finance function through a leadership transition and fundraise.

Fractional CFO

Building the board reporting and cash discipline to support its next stage.

Special situations

Sell-side due diligence.

Senior people, hands on the work.

The person you hire does the work, not a partner who sells it and hands it to juniors.

Scoped and time-boxed, the shape and objectives are clear from the start.

Find out more about how we can help

Most engagements begin with a short conversation about the situation and whether the fit is right.

Ready to close the gap?