Financial leadershipVirtual CFO
A finance director when you need one, without a full-time hire.
A company that has outgrown what its bookkeeping covers, but does not yet need or cannot afford a finance director, gets that role from us: for a set period or on an ongoing basis, in the scope the business needs.
Arrange a callWhen you need it
Companies most often call us at one of these moments.
- 01The company has grownTurnover and headcount are growing, but the board still decides based on the bank balance.
- 02The bank wants figuresA loan or rescheduling needs a plan, a cash flow projection and an explanation of the numbers.
- 03An investor is comingA new partner, a share sale or due diligence need tidy figures that hold up to scrutiny.
- 04A big decisionA new plant, a new market or an acquisition: the return should be calculated before signing.
Management report
Every month the board gets the few numbers it actually needs, a comparison with the plan and an explanation of the variances.
Example LtdManagement report
September 2026| Indicator | Actual | Plan | Variance |
|---|---|---|---|
| Revenue | €412,300 | €395,000 | +4.4% |
| EBITDA | €48,900 | €52,000 | −6.0% |
| Cash at bank | €186,400 | €170,000 | +9.6% |
| Days sales outstanding | 54 | 45 | +9 days |
| Inventory | €231,000 | €240,000 | −3.8% |
What we take on
The finance function at management level, alongside your existing accounting.
Financial planAnnual plan and projections of revenue, costs and cash flow.
Management reportsA regular monthly overview with the indicators that matter to management.
LiquidityCash flow plan and working capital management.
ControllingTracking variances from plan and their causes.
Banks and investorsGroundwork for loans, bank meetings and investor entry.
Investment decisionsAssessing whether an investment pays off before it is made.
Finance organisationProcesses, deadlines and responsibilities in the finance function.
Systems and dataAccounting and business software joined into reports management can rely on.
One month of work
We agree the rhythm with the board. This is a typical example.
- Week 1Month-end closeWith accounting, we check that last month’s figures are complete.
- Week 2ReportWe prepare the management report and explain variances from the plan.
- Week 3Board meetingWe go through the report with the board and prepare pending decisions.
- Week 4LiquidityWe update the cash flow plan for the coming weeks and follow up on agreed measures.
Ways of working together
The scope changes as the company changes.
One-offA defined task: a financial plan, figures for the bank, an investment appraisal or preparation for an investor.
InterimA few months, e.g. until the company hires a CFO or during a restructuring.
OngoingRegular monthly work for an agreed number of days, alongside the board.
How we work
We start from the figures you already have, not from a new system.
ReviewWe go through the financial statements, cash flow and how management gets its figures today.
Plan and reportsWe set up the plan, a set of indicators and a reporting rhythm that suits your business.
Ongoing workWe take part in management work in the agreed scope: monthly review, decision preparation and bank meetings.
Frequently asked questions
Do you replace our accountants?
No. Accounting keeps the books and meets legal obligations. We turn the accounting figures into a plan, reports and the basis for decisions.
How much time do you spend in the company?
As much as agreed: from a few days a month to regular weekly work, on site or remotely.
Who do you report to?
The board or the owner. We prepare the figures and recommendations; the decision stays with them.
What if we hire a CFO later?
We hand over the plan, reports and processes and, if needed, stay alongside them for a while.
Further reading
Controlling for owners: five numbers to look at every monthAccounting tells you what happened and serves the state and the bank. Controlling tells you what it means and serves you. Five numbers on one page are enough to start.Can you read a balance sheet? A short guide for ownersOn one page, a balance sheet shows what the company has, how it was paid for and how much of it is yours. Five questions and a few ratios are enough for the basic picture.How a company is valued: three methods on one exampleThe value of a company is not one number but a range, and it depends on the method, the assumptions and the purpose of the valuation. Three methods applied to the same example show why.When a company needs due diligenceBasic financial statements show what has happened. Due diligence shows what you are buying, what you are investing in and which risks you are taking on.
Let’s talk about how much financial leadership your company needs.
Describe the situation in a few sentences and we will suggest the next step.
Or write directly to [email protected]. We reply to every inquiry within 24 hours.
Revenue is above plan, but EBITDA lags because of higher energy costs. Collections have slowed because the three largest customers pay later than last year. Proposal: discuss payment terms and track overdue receivables weekly.