REPORTING & THE BOARDPART OF THE FRACTIONAL CFO SCOPE

Reporting, KPIs and the board.

The pack is thirty pages, arrives three weeks late, and nobody reads past page four. It reports what happened without saying what it means, so the meeting is spent re-deriving the story out loud. Meanwhile half the measures in it have drifted: “gross margin” means something different in the sales deck than in the accounts, and nobody has noticed because nobody wrote the definition down.
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.

The pack answers four questions and stops: what happened, why it happened, what it means for the next ninety days, and what needs deciding. It is issued with a written interpretation — not a commentary tab, an actual written view — so the meeting starts at the decision instead of the arithmetic.

Every measure gets a one-page definition: the numerator, the denominator, the source, and who owns it. That sounds bureaucratic until the first time two people stop arguing about whose number is right.

Board reporting is prepared and presented. The person who built the pack sits in the meeting and answers for it.

BROUGHT IN FOR THIS, AT NO CHANGE TO THE FEE

Reporting and data engineers where the pack needs to be automated

What Changes
02 / 03
What you can do afterwards that you cannot do now.
Hold a board meeting that spends its time on the two real decisions. Give a lender the same pack you use internally, without a special version. Onboard a new director in one sitting.
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.
“The month-end close takes three weeks”
“My lender is asking for more than I can give them”
“I do not know which customers actually make money”
“My finance person is leaving”
“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 forecastingCash, 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.