CROSS-BORDERPART OF THE FRACTIONAL CFO SCOPE

Cross-border and multi-entity.

The group grew one entity at a time and the finance function never caught up. Two sets of books, two advisers, two charts of accounts, and a consolidation assembled by hand in a spreadsheet that one person understands. Intercompany balances have not agreed in four periods and the difference gets plugged. Currency translation is done at whatever rate was handy. The lender stops believing the consolidated numbers, which is the moment this becomes urgent.
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.

One chart of accounts and one reporting currency, with every entity mapping into it consistently. Eliminations automated and traceable to source, so a consolidated number can be walked back to the transaction that created it.

Intercompany priced on purpose and documented — not because the auditor asks, but because an undocumented intercompany policy is a transfer pricing exposure sitting on the balance sheet. Currency exposure identified and, where it warrants it, hedged deliberately rather than by accident.

Local advisers in each jurisdiction stay. We coordinate across them and own the boundary in writing, so nobody is doing the same work twice and nothing falls between them.

BROUGHT IN FOR THIS, AT NO CHANGE TO THE FEE

Cross-border specialists in each jurisdiction the group operates in

What Changes
02 / 03
What you can do afterwards that you cannot do now.
Hand a consolidation to a lender without a covering explanation. Close the group in the same time as a single entity. Know where the currency exposure actually sits.
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.
“We have grown into a group and nothing reconciles”
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 boardCash, treasury and working capitalControls, systems and the closeDebt and lendersEquity and investorsTransactionsValue, exit and successionPricing, margin and unit economicsTax coordination and incentivesCompensation 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.