Industries

Who we work with, and what they usually come to us for.

Most clients recognise themselves in more than one of these. The work is usually the same shape either way — the difference is which question comes first.

Growing and established SMEs

Businesses past the founder-does-everything stage, where decisions now carry enough value to be worth modelling before they are made.

You get CFO-level judgement without a full-time appointment: management accounts that arrive in time to act on, forecasts that hold up when a lender tests them, and someone who will model a decision — a price rise, a new branch, a hire — before it is taken rather than after.

Most businesses of this size compete on price because they do not know their true cost to serve. Knowing profitability by product, branch and customer lets you price deliberately and defend margin where competitors are discounting blind.

What this usually draws on

Fractional CFO Services Financial Modelling and Business Performance Governance and Board Advisory

Owner-managed and family businesses

Companies where ownership and management overlap, and where financial clarity and governance have to serve both the business and the family.

We separate the company's finances from the family's, put structure around decisions that currently happen informally, and address succession while it is still a plan rather than an emergency — working alongside your existing accountants and advocates rather than replacing them.

Buyers, lenders and incoming generations all discount a business whose decisions depend on one person's memory. Institutionalising how it runs raises what it is worth and makes it financeable on its own strength.

What this usually draws on

Fractional CFO Services Private Client and Family Enterprise Advisory Governance and Board Advisory

Fintech, technology and digital-asset businesses

Businesses with unconventional unit economics, investor reporting obligations and regulatory questions that arrive faster than the finance function grows.

We build unit economics and investor reporting that survive diligence, and put governance around digital-asset holdings — custody, ownership, records and succession — that is usually absent until someone asks for it.

In these sectors regulatory expectation arrives faster than headcount. Being ready before it is demanded is itself the advantage, because licensing, banking relationships and funding rounds all turn on whether you can evidence how the business is run.

What this usually draws on

Fractional CFO Services Transaction and Corporate Finance Advisory Digital Asset Advisory

Investors and investment groups

Groups evaluating opportunities, monitoring portfolio performance or needing independent analysis of a target's numbers.

You get independent examination of a target's figures, a valuation you can defend, and portfolio reporting that shows performance against the case you underwrote — including when the analysis argues against the deal.

Transactions are settled on information asymmetry. The party that understands the numbers, the structure and the downside in most detail negotiates from the stronger position, and that advantage is built well before anyone signs a term sheet.

What this usually draws on

Transaction and Corporate Finance Advisory Financial Modelling and Business Performance

Property developers and contractors

Long-cycle businesses where project feasibility, drawdown schedules and work-in-progress determine whether a profitable project is also a survivable one.

We model project feasibility, drawdown and repayment phasing, and work-in-progress and retentions, so you know which projects the balance sheet can actually carry and when each one turns cash-positive.

Developments fail on timing far more often than on margin. A developer who can show a lender credible cash phasing and a downside case gets backed ahead of one presenting a headline profit figure.

What this usually draws on

Fractional CFO Services Financial Modelling and Business Performance

Foreign businesses entering Kenya and East Africa

Entrants that need local financial, tax and regulatory context translated into a plan their head office can act on.

We translate local tax, regulatory and banking reality into something your head office can approve, set up the holding and operating structure correctly at the outset, and run the finance function until a local team is justified.

Structure chosen badly at entry is expensive to unwind later — in tax leakage, in blocked repatriation, in a restructuring the group did not budget for. Getting it right at the start is the cheapest it will ever be.

What this usually draws on

Fractional CFO Services Transaction and Corporate Finance Advisory Governance and Board Advisory

Companies preparing to raise capital, restructure or transact

Businesses approaching an event that will put their numbers under scrutiny, and which need to be ready before that scrutiny starts.

We get the numbers, records and governance into a state that withstands examination, build the model and information memorandum, prepare the data room, and support you through diligence and negotiation.

Readiness is priced. A business that answers diligence questions promptly and consistently shortens the process and reduces the discount a buyer or lender applies for uncertainty — which is usually worth far more than the cost of the preparation.

What this usually draws on

Fractional CFO Services Transaction and Corporate Finance Advisory Governance and Board Advisory

Not sure which of these you fit? That is a good reason to talk.

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