You already have a CFO. You do not have enough senior hands.

• The programme is approved and the people are not

  Headcount is frozen or the recruitment will take five months, but the fast close initiative starts next quarter. You need senior hands now, on a defined scope, without a permanent commitment.

• You need someone who has done it before

  Your team is capable but has never run a close compression, a costing rebuild or a shared services migration. The second time through is much cheaper than the first, and we have been through it.

• A market you cannot get to often enough

  The Thai, Vietnamese or Indonesian entity needs sustained senior attention and you are three flights away. Someone in the region, in the local language, reporting to you.

• A workstream that keeps slipping

  Every transformation programme has one initiative that has been amber for two quarters because nobody owns it full time. Give it to someone whose only job is that.

• You need an independent read

  Sometimes the useful thing is an outside view of whether the numbers, the team or the plan are what they are being reported to be, delivered to you rather than to your board.

• Fast close and close compression

  Working back from the day you want the pack. Task-level calendar, owners, dependencies, the reconciliations that actually gate the close, and the accruals policy that stops the last three days being renegotiated every month.

• Simplification and automation

  Removing steps before automating them, then applying AI and rule-based automation to the clerical layer. See how we approach that.

• Costing and margin

  Product, project, contract or customer costing with an allocation basis that survives challenge from the commercial side and from an auditor.

• Forecasting and FP&A

  Driver-based models rather than last year plus a percentage, reforecast on a rhythm, with a downside case tested against covenants and the cash floor.

• Cash and working capital

  Rolling forecasts across entities and currencies, collection discipline, and a view of what cash is genuinely available versus trapped.

• Reporting and BI

  One definition per metric, agreed with you, then built once. Most reporting projects fail on definitions rather than on tooling.

• You are the client, and the only one

  We report to you. We do not brief your CEO, your board or your group separately, we do not use the engagement to build a relationship with your management, and we will not pitch you a second engagement while delivering the first.

• White label if you want it

  Some CFOs want the resource visible as an external specialist. Others want it presented as part of the finance team. Both are fine and it is your call, agreed at the start.

• Confidential by default

  Nothing about the engagement appears on this site, in a case study or in a conversation with anyone else, unless you put it in writing that it may.

• Priced as a project resource

  Day rate or fixed monthly for a defined term, not a consultancy programme fee with a team behind it that you did not ask for. Part-time is normal and often the right shape.

• We do not want your job

  This is a deliberate, repeated point because in-house CFOs are right to be wary of it. Our practice is built on owner-managed SMEs. Companies large enough to have a CFO already are a different segment for us, and we would rather be useful to you repeatedly than replace you once.

This is not a new line of work for us. It is what the last twenty years looked like from the inside.

• Fourteen markets, 72 finance staff

  Regional CFO Asia at Scan Global Logistics, leading 12 finance managers through ERP and TMS rollouts, process standardisation, internal control enhancement and a shared services implementation.

• Seven entities, reporting into Antwerp

  Regional CFO APAC at Manuport Logistics, re-establishing visibility over local accounting, audits and statutory filings across Singapore, Indonesia, Korea, Japan, Thailand, Hong Kong and the Philippines.

• Four entities and a consolidated model rebuilt

  Group CFO at PropertyScout, rebuilding the close and the consolidated profit and loss, balance sheet and cash flow model for the board, and leading the handover to the permanent CFO.

• A finance function built from nothing, twice

  First CFO at Ambient Digital across four Southeast Asian markets, and founder of two companies whose finance functions we built ourselves rather than inherited.