CFO Services.

Financial leadership and services support for corporate leadership teams and middle-market PE companies. The anchor practice everything else plugs into.

The Work

Treasury & liquidity management

Cash positioned, credit relationships managed, and a liquidity picture leadership can act on, not react to.

The problem today

Cash lives in five bank portals and a spreadsheet. The real position is assembled by hand, days old by the time it's read, and the lender call still gets answered from memory.

What changes

One liquidity picture, current and trusted. Credit conversations happen on your timeline with your numbers, and the surprise low point stops being a surprise.

First deliverable: one live liquidity viewMeasured in days of visibility

Full M&A lifecycle support

From screening through integration, the finance workstream run by operators who have carried deals end to end.

The problem today

The deal team moves fast and finance is dragged behind it: diligence requests land at midnight, the model forks, and integration starts with nobody owning the numbers.

What changes

Finance keeps pace with the deal. One model, one data room rhythm, and a first hundred days where reporting works from the start.

First deliverable: the deal finance planMeasured in diligence turnaround

PE transition support

New sponsor, new standard: the reporting cadence, the controls, and the first hundred days handled.

The problem today

The sponsor expects monthly reporting at a standard the function has never produced, and every board cycle exposes the gap again.

What changes

The cadence the sponsor expects, installed and running: close, pack, KPIs, and a management team that walks into the board meeting already knowing the answers.

First deliverable: the sponsor reporting cadenceMeasured in board cycles without surprises

Budget, forecast & reporting design

The annual plan and the monthly rhythm, designed once, built in your systems, and run well.

The problem today

The budget is out of date by March, and the monthly review argues about whose number is right instead of what to do next.

What changes

A driver-based plan leadership actually steers by, refreshed on a rhythm, with one agreed number walking into every meeting.

First deliverable: the driver-based planMeasured in forecast accuracy

How It Starts

First call to first build.
Weeks, not quarters.

Diagnose

We walk the current state with your team: what's real, what's risk, what moves first.

Scope

Named outcomes on a timeline in weeks. You see the shape of the work before you commit.

Embed

We build inside your systems and run the cadence with leadership from week one.

Adjacent Practices

Bring us
the problem.

Tell us where it hurts.

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