Cash-flow forecasting and treasury
Thirteen-week and longer-range cash forecasts, collections and payment priorities, funding needs, banking visibility and liquidity scenarios.
Services we provide
Our CFO services
The role can be retained monthly, assigned to a transformation project or added for a funding, transaction or expansion period.
Budgeting and rolling forecasts
Driver-based annual budgets, reforecasts, sensitivity analysis, scenario models and accountability for operating assumptions.
Management and board reporting
Board packs, monthly business reviews, KPI dashboards, variance explanations, decision papers and action tracking.
Profitability and commercial analysis
Customer, product, service, branch and project profitability; pricing, contribution margin, break-even and cost-to-serve analysis.
Finance-function design
Team roles, close timetable, approval matrix, policies, controls, reporting ownership and capability development.
Systems and data improvement
Requirements definition, chart and dimension design, reporting architecture, implementation oversight and data-quality improvement.
Funding and investor support
Financial models, investor information, lender packs, covenant monitoring, data-room readiness and management of financial due diligence.
Strategic and transaction support
Expansion cases, restructuring, acquisition support, post-deal integration, cost reduction and performance improvement programmes.
Service overview
The gap between bookkeeping and decision-making is where CFO support adds value.
Growing businesses often have accounting records but still lack forward visibility. Management needs to understand cash runway, margin by product or project, the effect of hiring or expansion, financing requirements and the financial consequences of strategic choices.
CBMC provides an outsourced or fractional CFO layer that works with owners, boards and internal finance teams. We establish a reliable reporting rhythm, challenge assumptions, quantify options and ensure that the finance function develops with the business rather than reacting after problems appear.
What makes CFO support effective
Forecasts are useful only when the underlying data and ownership are reliable.
We connect the forward-looking model to actual accounting results and operating drivers.
Reconciled actuals
Budgets and dashboards should start from closed and reconciled accounting periods, not from disconnected management estimates.
Driver ownership
Sales, headcount, pricing, projects, inventory and capital assumptions need named operational owners and update routines.
Cash before profit
A profitable plan can still create a funding gap. Working capital, tax payments, debt service and capital expenditure must be modelled explicitly.
Decision-focused KPIs
Metrics should link to strategy and actions rather than creating a large dashboard that no one owns.
Integrated compliance calendar
VAT, Corporate Tax, audit, payroll, licence and banking deadlines should be reflected in cash and reporting plans.
Scalable controls
Approval and reporting controls should grow with transaction volume, staff numbers, locations and delegated authority.
Regulatory treatment depends on the facts, legal form, transactions and current legislation. This page provides general information and does not replace a formal engagement assessment.
How we work
A controlled process from first review to final delivery
We establish a reporting cadence, improve the data foundation and turn management priorities into measurable financial actions.
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01
Business and finance diagnostic
Understand strategy, revenue model, cost base, cash position, systems, team, reporting and immediate decisions.
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02
Baseline and priority plan
Validate the financial baseline, define key drivers, identify control gaps and agree the first 90-day priorities.
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03
Forecast and reporting build
Create the cash model, budget or forecast, board pack, KPI definitions and monthly review process.
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04
Monthly performance cycle
Close actuals, update the forecast, explain variances, challenge assumptions and assign actions.
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05
Decision and stakeholder support
Prepare cases for hiring, pricing, expansion, funding, lenders, investors or board approvals.
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06
Capability transfer and scaling
Develop the internal team, improve systems and adjust governance as the business becomes more complex.
Engagement output
Clear deliverables and clear ownership
Every engagement is scoped around defined outputs, responsibilities and review points.
Thirteen-week cash-flow forecast and liquidity actions
Annual budget and rolling forecast model
Monthly board or management reporting pack
KPI dictionary, dashboard and ownership matrix
Profitability and pricing analysis
Finance policies, close calendar and approval controls
Funding, lender or investor information pack
90-day finance transformation roadmap
Who we support
CFO support for businesses moving beyond founder-led finance.
The service is designed for organisations that need senior judgement and structure before a permanent full-time CFO is justified, or during a period of change.
Why CBMC
Partner led work with one accountable standard
Your engagement is organised around clear ownership, reconciled information, documented conclusions and practical communication throughout the assignment.
Partner led accountability
A named senior contact coordinates the engagement and remains responsible for quality and deadlines.
UAE specific analysis
Advice is structured around your licence, legal form, Emirate, Free Zone status, activities and transaction flows.
Review ready records
Working papers, reconciliations and supporting documentation are organised to withstand professional review.
Commercially useful reporting
Technical compliance is translated into decisions, priorities and practical next steps.
Frequently asked questions
Questions businesses ask before engaging us
What is the difference between bookkeeping and outsourced CFO services?+
Bookkeeping records and reconciles historical transactions. CFO services use reliable actuals to plan cash, evaluate performance, support decisions, improve controls and communicate with boards, investors or lenders.
How much time does an outsourced CFO spend with the business?+
The time commitment depends on size, complexity and priorities. Engagements can range from a focused monthly review to several days each month or a concentrated transformation project.
Do we need an internal accountant first?+
Not necessarily. CBMC can combine accounting and CFO support, or work with an existing internal or outsourced accounting team. The essential requirement is a clear owner for producing reliable actual data.
Can you help us prepare for investment or bank finance?+
Yes. We can build the model, reporting history, cash forecast, lender or investor pack, covenant view and financial data room, and support responses during due diligence.
Will you attend board or management meetings?+
Board and management participation can be included. We prepare the financial narrative, present key movements and risks, and capture decisions and actions.
Can you improve our finance systems and controls?+
Yes. We assess the current process, define requirements, improve the chart and reporting dimensions, design controls and oversee implementation with management and software providers.
How quickly will we see useful output?+
A cash baseline and priority plan can usually be established early in the engagement, but dependable forecasting and reporting improve as accounting quality, data ownership and operating assumptions are strengthened.
Related services
A connected finance and compliance function
Combine services where one workstream depends on another and avoid duplicated data requests.
Start the conversation
Give management a clearer financial view of what happens next.
Share your current reporting, cash concerns, growth plans and upcoming decisions. We will define the right CFO cadence and the first priorities.