Insight built on unreliable data is worse than no insight at all
Before finance can inform decisions, it has to be trustworthy — and in a lot of growing companies it simply is not. The close takes too long, the numbers shift after they are reported, controls are thin, and no one is confident the figures are right. We fix the foundation first.
01 How we help
What structuring the finance function covers
Diagnostic
A read of the current finance operation — its people, processes, systems and controls — and an honest account of where it is failing.
Process Redesign
Rebuilding the month-end close, payables and receivables, expense management, revenue recognition and reconciliations so they are right the first time.
Systems & Tooling
Putting in place the controls that protect the business from error and fraud, and that any future investor or auditor will look for.
Systems & Tooling
Selecting and implementing the right finance systems, and retiring the spreadsheets the company has outgrown.
Team Shape
Defining roles, responsibilities and the right shape of the finance team — where to hire, where to develop, and where to bring in outside support.
Reporting Framework
Building a framework that produces accurate numbers on a predictable schedule, every period.
02 What we handle
This is usually the real first job
Many engagements that begin as “we need a CFO” turn out to begin here, because the data feeding any strategic decision cannot yet be trusted. Process correction is the foundation, not the afterthought — and it is where the real problem usually lives.
Often paired with
Fractional and virtual CFO
Financial insight and decision support
Budgeting, forecasting and modelling
Both sides of the table
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
