Focus
We define the decisions and signals leadership needs to see.
Inputs mappedUK + UAE / Strategic
05Fractional CFO
Turn the record into a decision.
A senior finance perspective without building a full finance leadership function—bringing reporting, cash visibility and priorities into one operating conversation.
What the work produces
Useful outputs.
Visible progress.
- 01
Management reporting built around the questions you actually ask
✓ - 02
Cash-flow visibility and scenario thinking
✓ - 03
A board-ready narrative around performance
✓ - 04
A regular decision rhythm with a finance partner
✓
02 / Fractional CFO00%
A controlled sequence reduces ambiguity without pretending every client starts from the same position.
03 / The working sequence
Scroll through the working states behind fractional cfo.
Test assumptions before decisions commit cash.
- Focus We define the decisions and signals leadership needs to see.
- Model The underlying records are shaped into a useful management view.
- Decide Regular conversations turn the view into priorities and actions.
04 / When this helps
Three common reasons to begin this conversation.
Recognise the situation before choosing the solution.
The numbers arrive but do not guide action
Reporting exists, yet leadership still lacks a clear finance narrative.
Cash decisions feel reactive
The business needs a view of timing, assumptions and alternative scenarios.
A full-time finance lead is premature
Senior financial thinking is needed before a permanent leadership hire makes sense.
- 01Assumptions visible
- 02Scenarios compared
- 03Direction chosen
Decision optics / Fractional CFO
See the decision
before cash commits.
Base, upside and pressure cases pass through one disciplined view. The purpose is not a prettier chart; it is a clearer decision on hiring, pricing, investment or runway.
Why this visual belongs here
The movement follows the service itself: distinct inputs are controlled, reviewed and resolved into one useful output.
05 / Decision cadence
Fractional CFO work earns its place when the monthly record becomes a forward-looking leadership rhythm—not when it produces another unread deck.
Reporting is the input.
The decision is the output.
- 01Close
Trust the underlying record
Open balances and data-quality caveats are visible before management conclusions are drawn.
- 02Pack
See performance in context
Revenue, margin, cash and operating drivers appear together instead of as disconnected totals.
- 03Cash
Look beyond the bank balance
A rolling cash view makes timing, commitments and pressure points easier to discuss.
- 04Variance
Explain what changed
Actual performance is compared with the plan and the reasons are made explicit.
- 05Scenario
Test the next commitment
Hiring, pricing, investment and runway choices are modelled before cash is committed.
- 06Meeting
Leave with owners and dates
The management conversation ends in decisions, responsibilities and a next review point.
Scope noteThe exact cadence changes with reporting maturity, cash pressure, stakeholders and the decisions already on the table.
06 / Commercial scope
A useful starting point, with complexity stated plainly.
Senior finance attention at the cadence the decisions require.
Reporting maturity, forecast depth, meeting cadence, stakeholder needs and the condition of the underlying record shape the engagement.
01Starting scope
Fractional CFO
From £1,499Senior finance direction built around cash, reporting, scenarios and leadership decisions.
- Management view
- Cash visibility
- Decision cadence
02Per month
Fractional CFO
From AED 4,500A senior finance layer for cash, management reporting and founder decisions.
- Management reporting
- Cash and scenarios
- Founder review
All prices are starting points. The engagement, filing responsibility, cadence and any third-party costs are confirmed before work begins.
07 / A clean start
What the work
needs from you.
The exact request depends on your circumstances. These are the practical categories that usually create a useful starting point.
- 01A dependable underlying accounting record↘
- 02The decisions leadership needs to make↘
- 03Operating assumptions and current priorities↘
- 04A regular review cadence with the relevant decision-makers↘
Questions
Before we
begin.
01Is Fractional CFO support the same as bookkeeping?+
No. Bookkeeping creates the dependable record; Fractional CFO support interprets that record for planning and decisions.
02Do we need a large company to use it?+
The better test is whether leadership needs a stronger finance view before hiring a full-time finance lead.