A CFO at your side.
You have outgrown your finance function and you decide alone. We bring a chief financial officer's judgement to your side: your cash in view, your month closed on time and your funding ready when you need it.
Your capital, read every month
A sample business, six months with a CFO at its side.
Four things you can read at any time
Where your capital sits and what it earns. What each entity, brand and channel makes. Reporting that stands up to a lender or an investor. Numbers the next generation can read.
19 to 6
Days to close your month
You decide on this month while it still matters.
Days to close, month by month
- Work starts
- 21
- 19
- 22
- 14
- 9
- 6
BeforeAfter
You against par
What each brand earns a month, BD thousand
- 38First brand
- 21Second brand
- 9Third brand
- 4Fourth brand
- BD 38,000Cash freed
- 13Weeks of cash in view
- 12Closes a year, on time
- 1Set of numbers
One brief a week, ending in one decision
Each week you receive one private brief, signed by Qasim Abbas: your position, what changed and one decision for you to make. Approve, decline or discuss.
Position. What changed. One decision.
Your cash is sound through the quarter, and your facility headroom narrows in week seven. Platform terms at two of your brands now take more than those brands earn in their own channels. The decision: move sixty days of promotion spend to your own channels at both brands.
7weeks
Until your headroom narrows
You see it now, with time to act.
Facility headroom by week, BD thousand
- 120
- 112
- 104
- 91
- 77
- 58
- 31
- 26
Of every hundred fils of promotion
Spent in your own channels 30Par 65
- 1Decision a week
- 60Days of promotion moved
- 52Briefs a year
Your numbers and your decisions in one place
Your position, capital, performance, forecast, decisions and papers in one place. The room also holds the record of why each decision was made: why the bank said no, why leasing beat the loan, which assumption backed the new market.
The 20 services in this capability
Each has its own page with who it is for, what you receive and how we work.
- Fractional CFO servicesA senior CFO at the chairman's side, accountable for capital, reporting and the board's decisions.
- Logistics and commerce management accountingA management ledger that carries every order, route and channel to the profit it earns.
- Delivery-level contribution analysisProfit per delivery after every cost the order caused, rolled up to zone, customer and promise.
- Fleet and driver cost accountingThe full cost of every vehicle and driver, set against what each earns, to guide fleet size and ownership.
- Restaurant and aggregator profitabilityWhat each brand earns by channel after aggregator commission, discounts and delivery cost.
- Unit economics and pricing modelsThe profit of one unit of sale and the pricing model that follows, for decisions on price and growth.
- Contract profitability analysisWhat each customer, supplier and carrier contract earns over its term, to guide renewal and repricing.
- Monthly management accounts and KPI reportingA monthly board pack of group and entity results, cash and a short set of measures, on a fixed calendar.
- Working-capital managementThe cash held in stock, receivables and supplier terms, measured and released to fund growth.
- Receivables and payables optimizationThe timing of customer receipts and supplier payments, set by decision rather than habit.
- Supplier settlement and payment-cycle analysisWhen and how the group settles with suppliers and partners, analysed as a funding decision.
- COD reconciliation and exception managementCash collected at the door traced to the group's bank, with each shortfall and delay classified.
- Courier invoice and contract-charge auditsCourier and carrier invoices tested line by line against the contract and the shipment record.
- Inventory financing and cash-conversion-cycle reviewsWhat the group's stock ties up, how it is funded and how fast it returns as cash.
- Business restructuring and turnaround planningA cash-first recovery plan: what to stop, what to fund and what lenders and shareholders must decide.
- Investment and expansion financial modellingThe financial case for a new market, site, fleet or acquisition, with assumptions named and downsides shown.
- Financial controls establishmentThe approvals, limits and checks that let an owner delegate and let a lender trust the numbers.
- Budgeting, forecasting and scenario modellingThe budget, a rolling forecast and scenarios that show the board its cash, its tight points and its first move.
- Outsourced commercial finance managementA commercial finance function run for the group, from pricing and margin to contracts and channels.
- Finance systems and reporting-process improvementsThe ledger, data links and close process rebuilt so the board's numbers arrive early and agree.
Bring last month. Leave with a score.
Sit down with Qasim Abbas. One table, your numbers, and a clear read on where you stand against par.