GOVERNANCE & STAKEHOLDERSPART OF THE FRACTIONAL CFO SCOPE

Governance and stakeholders.

The board is a meeting rather than a governing body: no calendar, no standing papers, decisions taken verbally and remembered differently by different people. Shareholders outside the business hear nothing between accounts. Related-party arrangements exist on trust. And the delegated authorities — who can commit the company to what — have never been written down, which nobody notices until somebody commits it to something.
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 governance calendar with standing papers, so every meeting has the same spine and decisions are recorded where they can be found. A written schedule of delegated authority: who approves what, to what limit, and who deputizes.

Related-party arrangements documented and priced on an arm’s-length basis before anyone external asks. Shareholder and family reporting on a fixed cadence for the people who own the business but do not run it, in a form they can read.

And the compliance calendar — filings, renewals, registrations, insurance and statutory obligations across every entity and jurisdiction — owned by one person with dates, instead of remembered by whoever remembered last year.

BROUGHT IN FOR THIS, AT NO CHANGE TO THE FEE

Governance specialists, and company secretarial support across every entity

What Changes
02 / 03
What you can do afterwards that you cannot do now.
Run a board meeting that produces recorded decisions. Tell a shareholder what happened this quarter without assembling it from scratch. Know who can commit the company, to what, before it matters.
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.
“Our board meetings do not produce decisions”
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 incentivesCross-border and multi-entityCompensation and the finance teamRisk, fraud and crisisCapital allocation and investment appraisalTurnaround and profit improvementTechnical accounting and revenue recognition
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.