PLANNING & FORECASTINGPART OF THE FRACTIONAL CFO SCOPE

Planning and forecasting.

Most forecasts are the budget with actuals pasted over the top. That tells you what already happened and calls it a forecast. The revenue line is a single number nobody can decompose, so when it misses, no one can say whether it was volume, price, mix or timing — and the argument at the board meeting is about whose fault it is rather than what to do.
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.

We rebuild the forecast from its drivers, not from last year plus a percentage. Revenue comes apart into volume, price, mix and timing; cost comes apart into what is fixed, what steps, and what genuinely varies. Every re-cut names which driver moved and by how much. The model is one integrated three-statement build — P&L, balance sheet and cash tied together — so a change in payment terms shows up in the cash line automatically instead of being remembered.

Then we stress it. Not a “conservative case”, which is just the plan with a haircut, but the specific question: what has to be true for this to break, and how far away is that? Runway, covenant headroom and the first month you go negative all fall out of the same model.

BROUGHT IN FOR THIS, AT NO CHANGE TO THE FEE

Modeling specialists for the three-statement build and the scenario work

What Changes
02 / 03
What you can do afterwards that you cannot do now.
Answer a board question in the meeting instead of taking it away. Tell your lender what happens under their downside case before they ask. Know which two assumptions carry most of the risk in your plan, and watch those rather than all forty.
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”
“We keep approving projects and I cannot tell you what they returned”
“We are raising, and I do not think we are ready”
“Earnings have been drifting down for three years”
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.
Reporting, 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 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.