CASH & WORKING CAPITALPART OF THE FRACTIONAL CFO SCOPE

Cash, treasury and working capital.

Cash is checked by looking at the bank balance. That is a rear-view mirror. The business is profitable, so nobody looks harder — until a supplier payment run, a payroll and a tax instalment land in the same week and the facility gets drawn for the first time. Almost always the cash is sitting somewhere specific and measurable: in stock that has stopped moving, in receivables nobody chases because the customer is important, or in a payment term that was set in 2019.
WHAT WE DO ABOUT IT, BELOWUNITED STATES AND CANADA
How We Run It
01 / 03
What we actually do, in the order we do it.

A rolling twelve-week direct cash forecast, built from actual receipts and payments rather than derived from the P&L, and re-cut weekly when it is tight. Alongside it, the cash conversion cycle decomposed into its three parts — days in inventory, days receivable, days payable — because the total tells you nothing about which one to attack.

Then the specific work: aging that is actually chased, credit terms that reflect the customer’s behavior rather than their size, reorder points recalculated against real turns, supplier terms renegotiated where the leverage exists. Every action is quantified — this releases this much cash, in this many weeks.

Covenant headroom is calculated before the quarter closes, not after, so a breach is a conversation you initiate rather than one you receive.

BROUGHT IN FOR THIS, AT NO CHANGE TO THE FEE

Treasury specialists for facility structure and daily liquidity

What Changes
02 / 03
What you can do afterwards that you cannot do now.
Know your cash position eight weeks out with confidence. Say which specific action releases the most cash fastest. Call your lender before they call you.
Who Arrives With This
03 / 03
The sentences that usually bring somebody to this page.
Nobody arrives asking for a workstream. They arrive with a situation, and this is one of the two or three we would put against it.
“I cannot see my cash far enough ahead”
“My lender is asking for more than I can give them”
“We are profitable but there is never any money”
THE OTHER SIXTEEN
The rest of the scope.
Nobody needs all of it at once. The diagnostic decides which two or three matter first in your business, and you keep that assessment either way.
Planning and forecastingReporting, KPIs and the boardControls, systems and the closeDebt and lendersEquity and investorsTransactionsValue, exit and successionPricing, margin and unit economicsTax coordination and incentivesCross-border and multi-entityCompensation and the finance teamRisk, fraud and crisisCapital allocation and investment appraisalTurnaround and profit improvementTechnical accounting and revenue recognitionGovernance and stakeholders
SEE THE FULL SCOPE →
What Happens Next

Tell us what your month looks like. We will tell you whether this is the first thing to fix.

One hour on your business, with the CFO who would hold the seat rather than a salesperson. Nothing to prepare and nothing to sign. A written note back within two working days saying what we heard and what we would look at first.
BOOK A CONVERSATIONREAD THE AGREEMENT
ONE HOUR · NO CHARGE · A WRITTEN NOTE BACK WITHIN TWO WORKING DAYS
THE HOURWhat the business does, how the cash moves through it, and what would have to be different in a year.
THE NOTEWhat we heard and what we would look at first, in writing, within two working days.
THE PODThe CFO and controller who would hold your seats, each with a named backup behind them.
THE STANDARDClose by the seventh working day, pack on the eighth, and a published response standard in between.