Turn financial information into better decisions, stronger control and a practical transformation plan.
Senior financial leadership and practical decision support for stronger performance, control and change.
Start with the friction, risk or decision—not a technology or procedure list.
Decisions rely on incomplete information
Management has accounting data, but not a consistent view of cash, margins, risks and forward commitments.
The forecast is quickly outdated
Budgets are prepared as annual exercises instead of being used as active decision tools.
Cash pressure appears too late
Collections, supplier terms, stock, financing and commitments are not connected in one working-capital view.
Profitability is difficult to explain
Revenue may be growing while product, service, client or channel contribution remains unclear.
Reporting does not drive action
Management packs describe the past without showing decisions, owners, deadlines and expected effects.
Change has no accountable owner
Improvement ideas exist, but responsibilities, sequencing, dependencies and measures are not defined.
Six connected capability groups. One clear destination.
The six groups below can operate as a focused advisory engagement, a recurring fractional CFO service or a phased business-transformation programme.
01Fractional CFO and senior finance leadershipAdd senior financial direction, challenge and coordination at the level and cadence the business requires.+
- —Management and owner decision support
- —Finance-team leadership and priority setting
- —Board and stakeholder finance input
- —Recurring CFO review and action cadence
02Strategic planning, budgets and forecastsTranslate objectives into connected assumptions, financial plans and scenarios that can be reviewed and updated.+
- —Business plan and budget structure
- —Rolling forecasts and scenario analysis
- —Assumption and sensitivity review
- —Target, owner and milestone alignment
03Cash flow and working-capital managementMake near-term cash needs, collections, payments and funding decisions visible before they become urgent.+
- —Short- and medium-term cash forecasting
- —Receivables, payables and inventory review
- —Cash actions and responsibility tracking
- —Funding requirement and timing analysis
04Profitability, cost and financial-risk analysisIdentify the activities, clients and cost drivers creating or reducing value and expose material financial risks.+
- —Product, service or client profitability
- —Cost-driver and break-even analysis
- —Margin, pricing and mix review
- —Financial risk and mitigation register
05Restructuring, governance and board supportCreate clearer decision rights, reporting routines and financial workstreams during change or pressure.+
- —Governance and responsibility review
- —Board and management reporting support
- —Restructuring financial workstreams
- —Decision, risk and action registers
06Business performance and decision supportConnect reporting, improvement initiatives and operating decisions through one measurable transformation plan.+
- —KPI and performance framework
- —Initiative business cases and priorities
- —Transformation roadmap and benefits tracking
- —Decision papers and implementation follow-up
Choose the decision or pressure point that needs attention first.
This preview shows how an immediate management need connects to the wider advisory solution. The final scope follows a review of the business, available information and decision responsibilities.
Select one option to see the recommended starting point.
General guidance only. It does not provide a financial conclusion, promise an outcome or replace management approval.
A visible path from starting facts to an approved result.
Understand
Clarify objectives, decisions, pressure points, stakeholders and the current finance capability.
Diagnose
Review performance, cash, information quality, controls, responsibilities and material risks.
Prioritise
Agree the decisions and improvements that matter first, with owners and expected value.
Plan
Build the forecast, action plan, reporting cadence and governance needed for delivery.
Implement
Support accountable owners, resolve dependencies and keep actions connected to the financial effect.
Review
Measure progress, update assumptions and agree the next management cycle.
Designed for organisations that need a controlled starting point or a connected ongoing process.
- ✓Owner-managed businesses needing senior finance support
- ✓Growing companies without a full-time CFO requirement
- ✓Management teams preparing budgets, funding or expansion
- ✓Businesses facing cash, margin or control pressure
- ✓Boards needing clearer financial decision information
- ✓Organisations implementing a finance or operating-model change
The exact output is defined in the written engagement.
- 01Financial diagnostic and priority map
- 02Budget, forecast or scenario model
- 03Cash and working-capital action plan
- 04Management or board reporting pack
- 05Profitability and cost analysis
- 06Risk, decision and action registers
- 07Transformation roadmap and responsibilities
- 08Recurring review and progress record
Speed and convenience do not replace evidence, review or accountability.
Evidence and assumptions
Material conclusions distinguish available evidence, management assumptions, estimates and unresolved information.
Management ownership
Advice supports decisions; owners and authorised management remain responsible for approving and executing them.
Defined decision rights
The engagement identifies who prepares, reviews, approves and acts on each important output.
Visible follow-through
Actions, owners, dates, dependencies and expected effects are reviewed through an agreed cadence.
Clear scope before commitment.
01What is a fractional CFO service?+
It provides senior finance leadership at an agreed level and cadence without assuming that the business needs a full-time CFO. The scope may include planning, cash, reporting, decisions, team direction and implementation follow-up.
02Does advisory replace bookkeeping or accounting?+
No. Advisory depends on reliable records and may be delivered alongside the Accounting, Reporting & Finance Operations solution. The two scopes and responsibilities remain clear.
03Can the engagement focus only on cash flow or budgeting?+
Yes. A focused project can address one immediate decision or weakness, while keeping connected risks and dependencies visible.
04How often will management meet Financy?+
The cadence is agreed for the need—such as a focused project, monthly CFO review or a more intensive transformation period. It is confirmed in the engagement rather than assumed.
05Will Financy make management decisions for us?+
Financy provides analysis, challenge, options and implementation support. Authorised owners and management remain responsible for business decisions and approvals.
AI, OCR & Business Automation
Automate selected information, approval and reporting workflows within the approved transformation plan.
Accounting, Reporting & Finance Operations
Strengthen the records, closing and management information that advisory decisions depend on.
Growth, Investment & Transactions
Prepare the financial models, valuation evidence and transaction material needed for the next stage.
Start with the decision, pressure point or change that matters most.
Tell us what management needs to understand, decide or improve. We will define whether the right starting point is a diagnostic, focused advisory project or recurring CFO support.