Your business makes money.
We make sure you keep it.

The situation: Dominion Risk Solutions is a risk management consultancy that was growing fast – new offices, new hires, new contracts. But the financial infrastructure hadn't kept pace. Payroll was fragmented across three separate systems with different providers. Monthly reconciliation was taking the operations team 15+ hours. Compliance was reactive – always catching up, never ahead. The leadership team was spending more time on financial admin than on the strategic decisions driving growth. They knew they needed a CFO-level mind but couldn't justify a £120K+ hire for a team of their size.

What we did: We embedded as their fractional CFO from day one. The first priority was consolidating all three payroll systems into a single, unified process managed by our team. Within three weeks, payroll was running from one place – accurate, on time, and fully compliant. Next, we built a management reporting dashboard that gave the MD a real-time view of revenue, margins, cash position, and headcount costs across every entity. We introduced monthly strategy sessions where we reviewed the numbers together and made decisions based on data, not instinct. We restructured their financial operations to support the next phase of growth – standardised reporting, forecasting models, and compliance calendars that meant nothing fell through the cracks.

The impact: The leadership team reclaimed over 15 hours per month previously lost to payroll reconciliation. Board meetings became strategic instead of administrative. Financial visibility went from quarterly retrospectives to real-time dashboards. And the MD told us something we'll never forget: "For the first time, I actually look forward to our finance meetings."

The situation: Resolute Construction Group is a construction and development firm with ambitious expansion plans. They had strong project pipelines and solid client relationships, but their internal finances told a different story. Monthly accounts were produced late – sometimes not at all. There was no clear picture of project-level profitability, so the CEO was making investment decisions based on gut feeling. They needed to raise capital to fund new developments, but every investor conversation stalled at the same point: "Show us your financials." The numbers simply weren't in a state that could survive scrutiny. Previous accountants had kept the books compliant but had never built anything investor-grade.

What we did: We started with a full financial audit – 12 months of data, dissected by project, by cost centre, by timeline. What we found was revealing: two of their five active projects were actually margin-negative when you accounted for overruns and delayed payments. We restructured the reporting to show true project-level profitability for the first time. Then we built an institutional-grade financial model – 3-year projections with sensitivity analysis, unit economics by project type, cash flow waterfall, and a funding requirement schedule. We prepared the full due-diligence pack: historical accounts, forecasts, assumption documentation, risk register, and a financial narrative that told the story investors needed to hear. We also introduced monthly management accounts with board-ready formatting, so every month the CEO had a clear picture of where every pound was going.

The impact: Resolute secured the capital they needed to fund their next phase of development. But more importantly, the CEO told us the financial model changed how they run the business day-to-day – not just how they pitch to investors. They now review the model monthly, update assumptions quarterly, and use it as the foundation for every major decision. The two loss-making projects were restructured, and overall margins improved significantly within the first two quarters.

The situation: THELO Cleaning Services is a facilities management company that had grown steadily through reputation and referrals. The founder had built a team of 30+ staff across multiple client sites, but the financial infrastructure was still running like a one-person operation. Payroll was done manually in spreadsheets – one mistake meant angry staff, and mistakes were happening regularly. Cash flow was unpredictable because invoicing was inconsistent and there was no forecasting. The founder was pricing jobs based on what "felt right" rather than actual cost data, which meant some contracts were profitable and others were quietly bleeding money. There were no management accounts, no P&L by contract, and no visibility into which clients were worth keeping and which were costing the business.

What we did: We started by taking payroll completely off their plate – set up a proper RTI payroll system, automated pension enrolment, and ensured every staff member was paid correctly and on time from month one. Zero errors from day one. Then we built a cash flow forecasting model tied to their invoicing schedule, so the founder could see exactly when money was coming in and when it was going out – no more end-of-month anxiety. The real transformation came when we delivered the first set of management accounts broken down by client contract. For the first time, the founder could see which contracts were generating 40%+ margins and which were running at 8%. We restructured pricing on three underperforming contracts – one was renegotiated, one was repriced, and one was exited entirely because it was unsalvageable. We also introduced monthly financial reviews where we sit down together, review the numbers, and plan the next 30 days with clarity.

The impact: Payroll has run with 100% accuracy since we took over – not a single error in over 12 months. The founder went from dreading the end of the month to actively looking forward to seeing the numbers. Margins improved meaningfully after repricing and exiting the loss-making contract. Cash flow is now predictable, and the business has a 6-month rolling forecast for the first time in its history. Most importantly, the founder told us: "I finally feel like a business owner instead of an overwhelmed employee of my own company."