Who We Help

Where the work tends to land.

Most engagements share one thing: the business has outgrown the financial decision-making it was set up with. Below is what that typically looks like.

Founder-led SMEs and scale-ups

Trigger: Revenue has outgrown the finance team. The founder still answers cash and forecasting questions personally.
Typical scope: Install a finance operating model that lets the founder step out of day-to-day finance without losing visibility.
Success signal: A weekly rhythm of reports the leadership team trusts; cash and runway visible six months out.

Investor-backed and PE-owned businesses

Trigger: Board reporting needs to mature. Covenant or refinancing windows are approaching.
Typical scope: Sharpen the board pack, tighten KPI definitions, run covenant and refinancing scenarios.
Success signal: Board and lenders ask sharper questions — and finance has the answer before the meeting.

International or multi-entity structures

Trigger: Group-level visibility is opaque. FX, intercompany, and liquidity sit in silos.
Typical scope: Consolidate cash and risk visibility across entities; design an FX and intercompany framework that holds.
Success signal: One liquidity picture across the group; FX exposure consciously sized, not accidentally taken.

Market-entering or newly established businesses

Trigger: A new market, entity, or product line needs a finance architecture from day one.
Typical scope: Stand up reporting, banking, planning, and governance with the discipline of a mature group, scaled to your stage.
Success signal: Year-one decisions are made with year-five-grade information, not improvised spreadsheets.

Fintechs and financial institutions

Trigger: Growth, regulation, funding, liquidity, or balance-sheet complexity is increasing, but financial steering still depends on fragmented reporting, manual interpretation, or unclear ownership between finance, treasury, risk, and product teams.
Typical scope: Support management with ALM, forecasting, profitability, and risk-aware decision frameworks that connect financial information to executive decisions.
Success signal: Leadership has a clearer view of liquidity, margin, funding, risk exposure, and trade-offs — with better-prepared ALCO, board, lender, or investor discussions.

If your situation sits somewhere between these — that is usually a fit, too.

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