In the order we do it.
Insurance is renewed on last year’s schedule with an inflation uplift while the business has doubled and changed shape. And there is no plan for the week when cash genuinely runs short, so the decisions get made in a panic, in the wrong order.
We assess fraud risk where the money actually moves — payments, payroll, inventory, expenses, credit notes — and rank the gaps by exposure rather than by how easy they are to close.
Insurance is tested against real exposure: what the business would actually lose, not what the schedule says. Under-insurance and pointless cover are equally common and both cost money.
And we write the crisis plan before it is needed. If liquidity comes under real pressure: what gets paid, in what order, who is called, what is said to the bank, and at what trigger point. Agreed while everyone is calm, so nobody is inventing it at 6am.
What you can do afterwards that you cannot do now.
Know your three largest fraud exposures and whether you are accepting them deliberately.
Know your business is neither under- nor over-insured.
Have a plan for the worst week, written before it arrives.
Your CFO does not do this alone.
With a named controller alongside them, a named backup on every seat, and the specialist bench behind both — all inside one fixed monthly fee.
The situations that route here.
“Something happened and I do not know how far it goes”
“Our insurance was written years ago and nobody has looked at it since”
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.
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.