VALUE & EXITPART OF THE FRACTIONAL CFO SCOPE

Value, exit and succession.

Owners find out what drives value eighteen months too late, in diligence. The business is profitable but structurally unsellable: the customer concentration is too high, the margins depend on relationships that leave with the founder, the numbers have never been audited, and every significant decision runs through one person. None of that is fixable in the six months before a sale. All of it is fixable in three years.
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 the business the way an acquirer will, and quantify the gap: what it is worth now, what it would be worth with these specific things fixed, and how long each takes. Customer concentration, recurring versus repeat revenue, margin durability, key-person dependency, quality of the financial record.

Then we work the list in order of value per month of effort. And we address the dependency problem directly, including the finance function itself — a business where the CFO is irreplaceable has a discount attached to it, which is exactly why our own handover is documented from day one.

BROUGHT IN FOR THIS, AT NO CHANGE TO THE FEE

Valuation and exit specialists for the buyer's view of your business

What Changes
02 / 03
What you can do afterwards that you cannot do now.
Know what your business is worth to a buyer rather than to you. Decide whether to sell now or in three years with an actual number attached to the difference.
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 investorsTransactionsPricing, 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.