CHALLENGES
Find your situation
Most founders arrive when something has changed: a deal on the horizon, pressure from a lender, a business that has outgrown its setup.
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Quick wins, already moving
Anything that can be fixed inside the Sprint gets fixed inside the Sprint.
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When an event lands
Deal, when it matters most
A buyout, a raise, an exit, refinancing. Deal gets the function ready for the room ahead.
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Then
Fix with Build, stay with Scale
Build delivers the infrastructure the diagnosis calls for. Scale keeps a senior partner in the business.
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Experience under pressure
We've run finance functions through turnarounds, exits and the moments where the numbers really matter. We know what the hard calls look like from the inside.
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CHALLENGE | DEAL
Selling or exiting the business
A sale or exit is on the table, and the finance function that's run the business day to day now has to survive a buyer's due diligence.
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CHALLENGE | DEAL
Raising investment
An investor conversation is coming, and the numbers need to hold up to questions the business has never had to answer before.
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CHALLENGE | SCALE
Hitting a growth ceiling
The business has grown past what the current finance setup can support, and it's starting to show in slower decisions, not just slower reports.
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CHALLENGE | BUILD
Outgrowing your spreadsheets
The spreadsheet that ran finance at half this size is now the thing slowing everything down, and nobody's confident the numbers in it are right.
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CHALLENGE | SPRINT
Losing your finance lead
Whoever was holding the finance function together just left, and the business runs on what was in their head, not what's written down.
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CHALLENGE | BUILD
Cash flow under pressure
The bank's asking questions, a big payment's due, and the forecast everyone's relying on hasn't been right in months. The business needs a forecast it can stand behind.
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The infrastructure, live
Systems, controls and reporting built and working, not just specified on paper.
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A team that's growing into it
Your existing finance people, developed to operate at board level themselves.
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A model that survives scrutiny
Forecasts and numbers built to withstand due diligence, not just internal review.
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An information pack, ready
Everything a lender, investor, or buyer will ask for, prepared before they ask.
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Finance leadership in the room
Someone who has done this before, at the table when the terms are negotiated.
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CHALLENGE | SPRINT
Answering to the bank
The bank wants answers on covenants, cash cover, or a facility renewal, and the numbers to back them up aren't ready.
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CHALLENGE | SPRINT
Profitability, by the piece
Revenue is up, but nobody can say with confidence which customers, contracts or products are actually driving the profit, and which are quietly eating it.
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CHALLENGE | SPRINT
Growth outrunning control
Revenue is climbing, but decisions are getting slower, not faster, and nobody's entirely sure the finance function is keeping pace with the business it's now supporting.
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CHALLENGE | BUILD
Reporting that looks backward
The numbers arrive on time and they're accurate. They just don't tell anyone what to actually do about them.
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CHALLENGE | BUILD
The right systems for what's next
The finance stack does the job today, but nobody's confident it'll hold up as the business scales, or that it's even the right stack to build on.
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CHALLENGE | BUILD
A forecast that actually exists
There's no working cash flow forecast, which means every decision about hiring, spending or timing is being made without knowing what's actually coming.
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CHALLENGE | BUILD
A team structured for what's next
The finance team works hard and knows the business, but the structure was built for where things were, not for where the business is heading.
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CHALLENGE | BUILD
Controls built to scale
The finance function has run fine at this size on trust and familiarity, but nothing's actually written down, and that stops working as the business grows.
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CHALLENGE | SCALE
A senior finance voice at the table
The leadership team makes big calls without anyone in the room who can properly stress-test the finance behind them.
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CHALLENGE | SCALE
A sounding board that's been there before
The big calls (pricing, hiring, investment, timing) are landing on one person, without anyone senior enough to properly pressure-test the thinking first.
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CHALLENGE | SCALE
Operators, ready for the boardroom
The finance team is genuinely good at the job, but boardroom-level reporting and presence is a different skill, and nobody's had the chance to build it.
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CHALLENGE | SCALE
Reporting shareholders actually trust
Shareholder and stakeholder expectations have moved up a level, and the current reporting isn't built to meet them without a scramble every time.
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CHALLENGE | SCALE
Reporting for life after investment
New investors came with new reporting expectations, and the function that worked pre-investment isn't quite built for the scrutiny that comes after.
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CHALLENGE | SCALE
Starting the exit or raise early
An exit or raise is on the horizon, not tomorrow, which is exactly the right time to start, before diligence forces the pace.
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CHALLENGE | DEAL
Facilities that fit the business now
The banking facilities in place were right for an earlier version of the business, and the mismatch is starting to cost more than it should.
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CHALLENGE | DEAL
Finance leadership through an acquisition
There are real acquisition targets on the table, and the deal now needs senior finance judgement to actually get it done, not just supported from the sidelines.
HOW IT ROUTES
A transaction
Deal
Can't name the problem
Sprint
Foundations can't carry the growth
Build
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See the Work
Every situation here has been handled before. See how it played out, in the work.
CEO, FIRE & SECURITY BUSINESS
"What started as hands-on operational support has naturally evolved into a strategic role alongside me."
OUR APPROACH
Getting started is simple
Get in touch and we'll set up a short call to talk through where things stand. If a Sprint is the right next step, we'll scope it there and then. If it's Build, Scale, or Deal, we'll tell you that too, and why.
Get started.avif)