TRANSACTIONSPART OF THE FRACTIONAL CFO SCOPE

Transactions.

On the buy side, the model is built on the seller’s numbers and the adjustments are taken at face value. Earnings quality is assumed rather than tested, and the working capital target — which is where a meaningful part of the price actually moves — is negotiated by people who have not modeled it. On the sell side, the business goes to market with problems the owner has known about for years and hoped nobody would look for.
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.

Buy side: a quality of earnings review that tests the adjustments rather than accepting them, working capital normalised over a proper cycle so the target is defensible, and the deal model built around what actually drives the return rather than the headline multiple. Then the hundred days after close, planned before signing.

Sell side: the diligence a buyer will run, run first, by us, against you. Whatever it finds gets fixed while there is time and no counterparty watching. Then the data room, the responses, and management prepared for the questions that will actually be asked.

BROUGHT IN FOR THIS, AT NO CHANGE TO THE FEE

Transaction specialists for quality of earnings and diligence management

What Changes
02 / 03
What you can do afterwards that you cannot do now.
Know what you are buying, including the parts the seller did not volunteer. Or go to market with nothing left to discover.
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.
“Someone wants to buy us”
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 investorsValue, 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.