Management consulting & CFO advisory
The management partner a growing business needs —
strategy, operations and finance
Numbers you can run the business on
We are management consultants for SMEs — strategy and operations with the finance function at the core, tying them together. We bring structure to how the business is run and how decisions are made: a clear direction, an organisation built to deliver it. Reporting, cash and controls that tell management what is actually happening. We implement it, run it while it beds in, and hand it back working.
Who it is for
- SMEs that have outgrown how they are run — where structure and reporting no longer keep up.
- Companies scaling, where decisions and control have outgrown the setup.
- Businesses at a turning point — under pressure, restructuring, or facing banks and investors.
The problem we solve
- No clear view — direction, profitability and cost — when decisions are made.
- Cash managed reactively, with funding gaps that arrive as surprises.
- A weak bank profile and reporting that does not stand up to scrutiny.
Management consulting,with a finance backbone— strategy and operations over a finance function of advisory, reporting, cash flow, budgeting and controls — implemented, taught and handed over.
We act as the CFO the business needs — on an ongoing basis, for an interim period, or around a defined project — bringing structure, clarity and discipline to financial decision-making.
- Oversight of the finance function and the decisions that run on it.
- Financial targets and KPIs, set and tracked.
- Coordination across accounting, sales, operations and external partners.
- Bank relationships and credit profile, actively managed and improved.
- Financial processes and discipline built to support the business over the long term.
Management decides on what it can see — and most reporting fails at the source, in an ERP never set up to produce it. We fix that first: we configure the ERP so the data comes out clean, then build the reporting that turns it into the few figures that drive decisions.
- ERP review and configuration — set up to produce the numbers, not fight them.
- Chart of accounts, cost centres and dimensions, structured for reporting.
- Financial reports and dashboards, built to the business.
- Sales, cost, profitability and liquidity, tracked in one place.
- KPIs linked to strategic goals.
- Reporting packs for management, shareholders, banks and investors — with variance analysis.
A budget is a control tool, not a formality. We build budgets management can steer by — and forecasts of what's coming.
- Annual and periodic budgets.
- Sales, inventory, production cost and overheads, planned and tracked.
- Budget versus actual, with variance analysis.
- Scenario and sensitivity modelling.
- Corrective action, before the gap opens.
Liquidity is where viability is decided. We make sure the cash is there when needed — and gaps are seen early.
- 13-week and rolling cash forecasts.
- Receipts, payments and commitments, monitored.
- Working-capital management.
- Liquidity scenarios under different assumptions.
- Early warning of funding gaps.
Growth without control is exposure. We put in the controls and decision rights to scale safely.
- Controls over cash, approvals and key processes.
- Decision rights and financial authority limits.
- Policies applied.
- Assurance over high-risk areas.
- Control that supports growth.
Analyse, advise, structure, execute — then hand it back
We Analyse
We map the business — the finance function, the numbers, and how decisions get made.
We Advise
We define the reporting, targets and controls needed — on evidence, not opinion.
We Structure
We build the reporting, budgets, cash forecasts and controls — made to be run.
We Execute
We run the finance function hands-on, alongside management.
We Monitor
We track results against targets
- A monthly reporting pack management can decide on.
- Budgets and rolling cash forecasts, maintained.
- A stronger bank and credit profile.
- A business that runs on structure — clear roles, a plan, a finance function that works — with or without us.
Control, predictability, and decisions made on numbers you trust.
Rebuilding the numbers a €30m food group could run on
How a food producer and distributor that could no longer trust its own ERP rebuilt its reporting, costing and controls — and turned a loss-making branch around.
A food producer and distributor ran two companies — headquartered in Thessaloniki, with a branch in Athens — on roughly €30m of combined turnover and around €2m of profit. It was a family-owned group in the middle of a generational transition — the founder and his brother at the top, cousins in the business, and long-serving managers who had been there since the founders. On paper, the group was doing well. In practice, management had no reliable picture of its own performance: gross margin was unclear, the numbers coming out of the ERP could not be trusted, and there were signs the Athens branch was losing money. The owner's concern was direct — that, left unaddressed, the next few years would turn negative.
The problem was not a lack of data, but a lack of data anyone could rely on. With the ERP out of step with reality, management could not see true profitability, could not confirm whether the Athens branch was actually loss-making, and could not plan with any confidence. Before anything could be improved, the numbers had to be made real.
There was a second dimension, harder to put in a model. In a family business mid-succession, decisions are rarely only commercial — ownership, management and family roles overlapped, loyalties ran deep, and change touched personal relationships as much as processes. Seeing the business objectively was difficult from the inside, which is exactly where a neutral external advisor earns its place.
We ran a full review of the group — organisational, operational and financial — and then stayed to fix what it surfaced. Throughout, we worked as an active part of the business rather than outside observers: in the warehouse, with the accounting team and the external accountant, and alongside the CEO and branch management.
| What we found | What we did | |
|---|---|---|
| 01 | Profitability was thinner than management believed; product codes were mis-costed. | Rebuilt the costing model and corrected code-level costing — a true margin by product. |
| 02 | The ERP could not be trusted — receivables that did not exist, mis-stated payables, and years of legacy errors. | Ran an ERP clean-up with the accounting team, re-aligning the system to reality. |
| 03 | The commercial ledger did not agree with the accounts or myDATA; there was no stock discipline. | Reconciled ledger ↔ accounts ↔ myDATA with the external accountant; installed a monthly stock count with the warehouse manager. |
| 04 | No budget and no margin reporting — management was planning blind. | Built a budget with monthly actual-vs-budget and a run-rate forecast; P&L by product code and by customer. |
| 05 | The Athens branch was marginally loss-making, with operating costs well above sector norms. | Led cost-cutting with the CEO and branch head; redesigned the distribution plan; cut dead SKUs (no movement, no margin). |
| 06 | Working-capital headroom was tight. | Opened cheque-backed limits and a TEPIX III facility. |
| 07 | Family-owned and mid-succession — overlapping roles made change personal. | Acted as a neutral external voice; clarified the org chart, roles and reporting lines, and kept decisions anchored to the business. |
The loss-making Athens branch was turned around, and the group closed the year in profit — not the negative result the owner had feared. More lasting than any single fix, management now works from a monthly, trustworthy picture of performance — profitability by product and by customer — and a budget it can steer against. The business can finally see, and manage, its own numbers.
Good management does not come from more data — it comes from data you can trust, and the discipline to act on it. In a family business mid-succession, the hardest part is rarely the analysis but the conversation.
No. Your accountant keeps the books; we run the management and finance layer on top — strategy, reporting, cash, budgets, controls, and the numbers behind decisions. We work with your accountant, not instead of them.
A rolling, week-by-week view of cash in and out over the next quarter. It shows a funding gap while there's still time to act — which is why lenders and boards ask for it.
Exactly the case we're built for. We act as CFO on a fractional or project basis — enough to install the discipline and run it, without a full-time cost.
A first management pack is usually in place within weeks; the full architecture — budgets, cash, controls — is built in parallel and beds in over the following months.
Yes. A bank underwrites organised reporting, a credible budget and a clean credit profile. Much of the work is what makes a business bankable.