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 test what others assert

Most management frameworks are asserted. Few are tested.

We start from the opposite premise: that organisations behave in ways that can be observed, measured, and, to a useful degree, predicted.

An effective finance function ensures organisational control.

We understand the true problem

Strategy rarely fails on the page. It fails in the gap between what the boardroom decides and what people prioritise on a Tuesday morning.

That gap is structural: a matter of influence, judgement and incentives; not slogans.

An effective finance function delivers focus on the strategic priorities.

We close the gap

We identify, build and test the reports, policies and controls that change the things that really move performance and compliance.

An effective finance function delivers for the business.

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?