Fractional CFO outcomes for SME and lower-mid-market clients.

Capital

Funding round — investor-ready in weeks, not quarters

Acted as the de-facto CFO for the raise: prepared the investor data room, financial model, historicals, KPI pack and management commentary. Coordinated legal, tax and audit inputs so the executive team could stay focused on the business while the round was negotiated.

• Integrated financial model with scenario and stress-testing
• Trading history reconciled, normalised and bridged to forecast
• Investor Q&A handled directly with the lead
• Diligence pack signed off by Board and advisers

Reporting

Management accounts and a finance rhythm the Board could trust

Built the management-accounts process from the ground up — chart of accounts, monthly close calendar, and a single Board pack covering P&L, cash, KPIs and commentary. Replaced ad-hoc spreadsheets with a repeatable cadence the executive team and investors now rely on.

• Working-day close calendar with clear owners
• Standardised monthly Board and Investor pack
• Variance analysis and commentary discipline
• Forecast re-baselined to reflect latest commercial reality

Governance

Board-approved governance framework

Drafted, refined and shepherded a full suite of governance policies through Board approval ahead of the funding round — closing diligence gaps and giving incoming investors confidence in the control environment from day one.

• Financial controls, delegated authorities and approvals matrix
• Information security, data protection and acceptable use
• Anti-bribery, whistleblowing, conflicts and modern slavery
• Risk register and Board-level review cadence

Boardroom

Board and Investor reporting, redesigned

Reworked Board and Investor reporting around the questions investors actually ask — cash runway, unit economics, pipeline conversion and execution against plan — so meetings move from explanation to decision.

• One-page operating scorecard for the executive
• Cash, runway and covenant view for investors
• KPI definitions agreed and frozen
• Action log and decision tracker tied to the pack

Operations

Accounts Payable and Receivable, automated

Re-engineered the order-to-cash and purchase-to-pay cycles. Removed manual handling, tightened approvals, and shortened the cash-conversion cycle — releasing finance capacity from processing into analysis.

• Automated invoice capture, coding and approvals
• Customer billing, dunning and collections workflow
• Payment runs with segregation of duties
• Real-time AR and AP dashboards for the executive

Commercial

Lead-to-customer process, linked to Marketing

Redesigned the lead and customer-generation process so Marketing activity, pipeline and revenue are wired together — giving the Board a clear line of sight from spend to closed revenue, and the leadership team a defensible basis for investing further in growth.

• Lead lifecycle and stage definitions agreed across Sales and Marketing
• Source-to-revenue attribution in the Board pack
• Conversion and cycle-time metrics by channel
• Marketing investment evaluated on payback, not activity