Case Studies

Problem

The CFO faced persistent delays in finalising year-end statutory accounts and delivering board-ready financial materials, particularly for strategic planning and rolling forecasts. Internal donor audits were approaching, raising concerns about the adequacy of financial controls and reporting integrity.

Our Work

We partnered with the finance team to automate key workflows and modernise their FP&A infrastructure. The existing forecasting model covered 657 strategic revenue centres, 42 cost centres, and 10 legal entities requiring full group consolidation.

Using the CFO’s model as a blueprint, we rebuilt the accounting and forecasting tools to eliminate manual input and error. Real-time datafeeds were engineered from both the accounting platform and planning models, enabling dynamic updates driven by business assumptions and operational drivers.

Results Delivered

This transformation significantly improved reporting speed, accuracy, and control. It reduced operational burden, strengthened audit readiness, and empowered the CFO to lead with forward-looking insights.

• Month-end close reduced from three weeks to under three minutes
• Full automation of audit-ready group consolidations
• Redesigned FP&A process supporting real-time scenario planning
• £1M of strategic donor funding secured following assurance presentations
• Comprehensive training and documentation provided to support handover to the incoming Financial Controller

The project was highly successful, delivering measurable efficiency gains and restoring stakeholder confidence. It established a scalable, future-ready FP&A platform and left the finance team fully capable of sustaining the improvements independently.

Problem

The company, a global provider of engineered Virtual Private Network solutions, had expanded rapidly under a charismatic technical founder. However, the growth had been fuelled by debt, and the group was now buckling under intense cash flow pressure.

Customers were withholding payment over disputed invoices, credit control was fragmented, and suppliers were going unpaid—some threatening liquidation petitions. Staff confidence was low, key personnel were considering resigning, and the group’s financial creditors were exploring administration routes to recover exposure. Cash flow reporting was slow and manual, with teams performing bank reconciliations three times daily to maintain visibility across 20 currencies.

Our Work

We were brought in to lead Group Treasury and work closely with the CFO and founder to stabilise liquidity. Our initial focus was on rebuilding the group cash flow forecasting process. We centralised cash data feeds, unified multi-currency reporting, and implemented near real-time visibility of group liquidity.

We took over credit control and quickly restructured the collections process, engaging directly with key customers to resolve disputes and agree partial settlements. In parallel, we opened respectful dialogues with major suppliers and lenders—positioning ourselves as an independent advisor seeking cooperative resolution. We negotiated extended payment terms and averted enforcement actions.

We also supported the sales function with cash-focused coaching, helping frontline staff improve debtor collection through improved issue resolution.

Results Delivered

This treasury-led turnaround restored operational control and built the foundation for a strategic exit. The new cash flow model became the basis for business valuation and board-level decision-making.

• Real-time multi-currency cash flow visibility established across 10 countries
• Creditor enforcement threats avoided through proactive engagement and negotiation
• Outstanding debtor balances reduced via structured settlements and sales coaching
• Staff retention stabilised as confidence in going concern improved
• Group sold for $50M following implementation of new financial structure

The project preserved jobs, repaid key lenders, and delivered a transformative outcome for a business that had been on the brink. It demonstrated the critical role of treasury strategy in crisis recovery and enterprise value realisation.

Enhanced FP&A systems provide CFOs with better visibility and predictive capabilities to support faster, more accurate decision-making and long-term financial planning.

CFOs need access to real-time, actionable insights to make data-driven decisions, optimize cash flow, and better manage costs and investments.

Cloud finance systems reduce IT costs, improve collaboration, enhance scalability, and provide real-time financial visibility across geographies.

CFOs seek to optimize cash flow, manage risk, and improve liquidity, especially in times of market volatility, by automating treasury operations and enhancing visibility into financial liquidity.

CFOs want to shorten the financial close process, ensure accurate financial reporting, and enhance transparency in financial statements, thereby improving decision-making and reducing audit risks.

With growing regulatory requirements, CFOs need solutions to ensure compliance and manage risk proactively, minimizing penalties and protecting the company’s reputation.

Process optimization helps streamline finance operations, reduce bottlenecks, and improve cost-efficiency, enabling CFOs to focus on value-driven activities rather than routine tasks.

BPM systems provide visibility into financial and operational performance, helping CFOs ensure that business strategies are aligned with financial goals and drive better decision-making.

AI and machine learning models improve forecasting accuracy, allowing CFOs to better manage cash flow, optimize investments, and anticipate market shifts.

Streamlining AP and AR functions increases working capital efficiency, reduces late payments, and improves cash flow management, all of which are critical for financial health.

CFOs seek expert advice and change management support to ensure the successful adoption of new finance technologies and processes without disrupting ongoing operations.

Shared services consolidate operations, lower costs, and standardize processes across regions or business units, enhancing scalability and control.

CFOs need insights into customer profitability and cost-to-serve metrics to optimize pricing strategies, improve margins, and maximize profitability.