CFO Services
Six areas of responsibility. A single principal accountable for all of them. Scope is fixed in writing before the engagement begins.
01
A monthly close that lands on a date the board can rely on, supported by reconciliations that hold up under audit. The pack carries commentary and variance analysis rather than a printout of the trial balance.
02
Rolling short term cash forecasting alongside structural work on the cash cycle: how quickly receivables convert, how payables are sequenced, and where inventory or work in progress is absorbing funding that the business needs elsewhere.
03
Preparation and negotiation of credit facilities: the information memorandum, the forecast model behind it, the covenant structure, and the conversation with the relationship manager. Existing facilities are reviewed for pricing and headroom before renewal, not after.
04
Profitability analysed where decisions are actually made: by product, contract, project or division. Overhead is allocated honestly, loss making work is identified, and pricing is rebuilt on the resulting evidence.
05
Selection, implementation oversight and remediation of finance systems, including chart of accounts design, migration of historic data, and the process documentation that keeps the system usable after the consultants leave.
06
The structure around the numbers: delegation of authority, approval thresholds, related party discipline, and reporting that satisfies shareholders, family stakeholders and group requirements.
Engagement models
Every route begins with the same paid diagnostic, so the scope of any ongoing work is based on evidence rather than assumption.
| Route | Start here Diagnostic | Ongoing mandate Retained fractional CFO | Defined outcome Project mandate |
|---|---|---|---|
| Choose it when | You are not yet certain what the problem is, or what a retainer would need to cover. | The finance function needs someone accountable for it every month. | One thing needs fixing and it has an end. |
| What it covers | Reporting, cash, controls and systems, and the capability and workload of the existing finance team. | Named accountability for the finance function, the monthly reporting pack and cash forecast, management and board meetings, and the banking and shareholder relationships. | ERP selection or implementation recovery, rebuilding or restating historic accounts, credit facility or funding round preparation, and group consolidation and reporting design. |
| What you receive | A written findings document and a prioritised action list with owners and timing. | A close that lands on a date the board can rely on, and a CFO in the room when decisions are made. | The outcome agreed at the start, delivered and handed over. |
| Fee | Fixed, agreed before the work starts. | Fixed monthly, no hourly billing. | Fixed scope and fixed fee. |
| How it ends | With the evidence to decide whether anything should follow. Nothing is assumed. | With a documented handover, once the team can run it without us. | On a defined end date. |
| Enquire | Enquire | Enquire | Enquire |
Start here
Ongoing mandate
Defined outcome
Common questions
There is also a ten question self assessment, which takes about three minutes and gives a result on the page.
Fit
Established companies, typically operating at scale in the UAE, where the shareholder has stopped being able to hold the whole financial picture personally.
The engagement works best where there is already a finance team to lead, a board or shareholder group that expects reporting, and a genuine intention to act on what the numbers show. It works least well where the objective is to have the reporting say something other than what is true.
The firm works only in the United Arab Emirates, principally Dubai and Abu Dhabi. Mainland and free zone structures are both familiar ground, including groups that hold entities in more than one emirate or across both regimes.
See representative engagements