Cash Flow Forecasting
Rolling forecasts built from actual commitments and collection patterns, updated as the position moves rather than once a year.
Senior financial oversight on a retainer — forecasting, board reporting and structuring input, without carrying a full-time finance director.
Most growing businesses reach a point where the bookkeeping is handled competently but nobody is answering the harder questions. What does the next twelve months of cash look like? Which service line is actually profitable once costs are allocated? Is the current structure still the right one? Those questions require senior judgement, which is expensive to hire and often not needed full time. As an outsourced CFO service provider, we scope the engagement to what a CFO service in Dubai actually needs to cover for your business, rather than a fixed package.
An accountant records what has happened. A finance director interprets it and decides what to do next. Between those two functions sits most of the value — pricing, capital allocation, working capital management, and the structuring choices that determine tax exposure years later.
Businesses commonly fill that gap with the owner's own time. It works until the volume of decisions outgrows the available attention, at which point decisions get made on instinct and the numbers are used to justify them afterwards.
A retained CFO arrangement provides the judgement without the fixed cost. The engagement is scoped to what the business actually needs — a monthly review and board pack for some, a weekly cash cycle and active involvement in negotiations for others.
Because the same specialist also sees the tax and compliance side of the business, structuring recommendations account for their downstream consequences rather than being made in isolation.
Providers describing themselves as an outsourced CFO service provider range considerably in what they actually deliver — some offer a monthly call and a template report, others genuine involvement in decisions as they arise. The distinction is usually visible in how the engagement is scoped at the outset.
We set out specifically what is covered, what the reporting cadence is, and where the boundary sits with your existing accounting function, so the arrangement is judged on what it delivers rather than the title attached to it.
Rolling forecasts built from actual commitments and collection patterns, updated as the position moves rather than once a year.
Annual budgets set with the business and tracked monthly, with variances explained rather than simply reported.
Reporting packs prepared to the standard external stakeholders expect, with commentary on what the figures actually mean.
Margin analysis by product, service line, client or project, including the allocated costs that headline gross margin conceals.
Review of debtor days, inventory holding and supplier terms, with the specific changes that would release cash.
Advice on entity structure, group formation and transaction treatment, assessed for tax consequence before decisions are committed to.
Preparation of the financial information banks and investors require, and direct involvement in the resulting conversations.
Definition of the small number of measures that actually drive the business, and the reporting needed to track them.
Pricing, hiring and investment decisions are tested against a model before they are committed to.
A rolling forecast turns a liquidity problem into a scheduling problem, provided it is seen far enough ahead.
The input of an experienced finance director, through an outsourced CFO service, at a fraction of the cost of employing one.
Group and entity decisions are assessed for tax, audit and reporting consequences before they are executed, not after.
Banks, investors and boards respond differently to a business that presents disciplined, well-supported financial information.
The reporting framework is built to still work at three times the current size, rather than being rebuilt each time the business grows.
Each stage has a defined output, so there is never ambiguity about what has been done and what comes next.
We review historic performance, current reporting, cash position and structure to establish where the actual constraints are.
The specific areas the engagement will address are agreed, along with the reporting cadence and who attends which reviews.
The management pack, KPI set and forecast model are built or rebuilt so the same information is produced consistently each period.
Monthly or weekly reviews run to a fixed schedule, with decisions and actions recorded rather than left implicit.
Structuring, pricing, financing and investment questions are addressed as they arise, with the analysis documented.
Scope is reviewed as the business changes, so the engagement continues to match what is actually needed.
The requirement is rarely about size alone — it is about the complexity of the decisions being made.
Businesses growing faster than their finance function, where reporting has not kept pace with the decisions being taken.
Companies where the founder is making financial decisions alongside running operations and sales.
Entities preparing for a funding round or facility application that need their financial position properly presented.
Structures needing consolidated visibility and consistent policy across entities.
Businesses undergoing a restructure, acquisition, disposal or change of ownership.
Companies covering a vacancy, or bridging the gap before a full-time appointment is justified.
Not sure what level of support you need? Start with a financial diagnostic.
Send us your entity type, trade licence and financial year end. We will confirm exactly what applies and put scope and fees in writing before any work begins.