RISK & CRISISPART OF THE FRACTIONAL CFO SCOPE

Risk, fraud and crisis.

Fraud risk is assessed by asking whether anyone seems dishonest. The real exposure is structural: one person who raises the supplier, approves the invoice and releases the payment; payroll that nobody independent reviews; inventory nobody counts. 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.
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 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.

BROUGHT IN FOR THIS, AT NO CHANGE TO THE FEE

Risk, insurance and forensic specialists where an investigation is needed

What Changes
02 / 03
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.
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.
“Something here describes our month.”
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 teamCapital 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.