Anthony Brice

Transforming Financial Reporting to Support Growth

The Challenge

The business had experienced significant growth, but the owners lacked the financial information needed to make confident strategic decisions. Financial reporting was inconsistent, budgets were either non-existent or outdated, and there was no reliable forecasting process. The finance team was working hard, but much of their time was spent on transactional tasks rather than providing meaningful insight.

Without accurate, timely management information, the board was making key decisions without a clear understanding of financial performance or future cash requirements.

Our Approach

The engagement began with a comprehensive review of the finance function, systems and reporting processes. This fact-finding exercise identified the gaps in financial controls, reporting, forecasting and team responsibilities.

Following the review, a detailed implementation plan was developed covering both immediate improvements and longer-term recommendations.

Key initiatives included:

• Designing a finance structure capable of supporting future growth.
• Introducing a robust annual budgeting process.
• Implementing monthly management accounts with clear KPIs tailored to the business.
• Producing a comprehensive board pack, providing meaningful financial and operational insight.
• Establishing a rolling monthly forecast to improve cash flow visibility and forward planning.
• Defining reporting responsibilities and introducing documented financial processes.
• Providing one-to-one coaching and mentoring to a junior member of the finance team, enabling them to take ownership of the monthly reporting cycle.

The Outcome

Within just two months, the business had transformed its finance function.

The board now receives accurate monthly financial information, including KPI reporting, detailed board packs and an updated rolling forecast. This provides complete visibility over business performance and allows decisions to be made using reliable financial data rather than instinct.

With robust reporting in place, my role has evolved into working alongside the board as a strategic finance partner – using the management information to challenge assumptions, identify opportunities and support commercial decision-making that drives sustainable growth.

The investment in the finance team has also delivered long-term benefits. Through coaching and mentoring, the junior finance team member has developed the skills and confidence to prepare the monthly reporting independently, creating a more efficient and scalable finance function while reducing reliance on senior resource.

Improving Cash Flow Through Operational and Financial Change

The Challenge

Although the business was profitable, it was experiencing ongoing cash flow pressures that were limiting investment opportunities and creating uncertainty around future working capital requirements.

Management recognised there was a problem but lacked visibility over where cash was being tied up or which processes were contributing to the issue. They required an independent review to identify opportunities to strengthen cash flow and improve financial control.

Our Approach

The engagement began with a comprehensive fact-finding exercise to gain a thorough understanding of the business's operations, financial processes and cash flow cycle.

A detailed review was undertaken of the existing systems, finance processes and operational procedures to identify areas where cash flow could be improved. This included assessing debtor and creditor management, invoicing procedures, payment terms, reporting, forecasting and the wider order-to-cash process.

Following the review, a detailed report was presented to the management team outlining the findings, recommendations and the expected impact of each proposed improvement. Recommendations were prioritised to provide a clear roadmap for implementation.

A structured implementation plan was then developed to ensure changes could be delivered in a controlled and measurable way.

Implementation

Rather than simply providing recommendations, ongoing implementation support was delivered to ensure the agreed actions were completed successfully.

Regular meetings were held with management and key members of the team to review progress, remove barriers and hold individuals accountable for implementing the required changes. This ensured momentum was maintained and improvements became embedded within the day-to-day operation of the business.

The Outcome

The business significantly improved its visibility over cash flow and established stronger financial controls to support future growth.

Management now benefits from improved cash flow forecasting, more effective working capital management and clearer reporting to support decision-making. The new processes have created greater accountability across the business, helping to ensure that cash flow remains a key focus rather than a reactive exercise.

The business is now better positioned to fund growth, make informed commercial decisions and maintain a healthier cash position on an ongoing basis.

Key Deliverables

· Comprehensive fact-finding exercise.
· Full review of finance systems, processes and cash flow.
· Detailed management report with prioritised recommendations.
· Structured implementation plan.
· Hands-on implementation support.
· Regular accountability meetings with management.

Case Study – Supporting a Business Sale Through Financial Due Diligence

The Challenge

The shareholders were preparing the business for sale and required confidence that the financial information presented to potential buyers was accurate, robust and capable of withstanding detailed due diligence. The objective was to maximise value, minimise delays and ensure the transaction progressed efficiently.

Our Approach

The engagement began with a comprehensive review of the finance function, financial records and reporting processes. Financial models were reviewed, validated and updated to ensure they accurately reflected the performance and future prospects of the business.

Working alongside the owners and professional advisers, all due diligence information requests were coordinated and supported. Financial information was presented in a clear, consistent and commercially focused manner, enabling potential buyers to gain confidence in the quality of the business.

Implementation

Support was provided throughout the transaction process, responding to buyer queries, validating financial information and ensuring requests were addressed promptly. This reduced disruption to the management team while maintaining momentum throughout the sale process.

The Outcome

The business entered the sale process with reliable financial information and a well-prepared due diligence pack, allowing management to focus on negotiations rather than resolving information gaps. The structured approach reduced delays and helped provide confidence to all parties involved.

Key Deliverables

· Comprehensive financial due diligence support.
· Review and validation of financial models.
· Preparation of supporting financial information.
· Coordination of due diligence requests.
· Liaison with management and professional advisers.
· Support throughout the transaction process.

Case Study – Post-Acquisition Integration and 100-Day Plan

The Challenge

Following the acquisition of another business, management needed to integrate the acquired company quickly whilst maintaining business continuity. Clear ownership, financial visibility and structured delivery were essential to realise the expected benefits of the acquisition.

Our Approach

An initial fact-finding exercise was undertaken to understand both organisations, their finance functions, systems, reporting processes and operational structures.

A detailed 100-day integration plan was developed, identifying all workstreams, priorities, owners and milestones. Financial reporting, budgeting, forecasting and management information were aligned to create a consistent reporting framework across the enlarged business.

Implementation

Implementation support was provided throughout the integration period. Regular progress meetings were held with key stakeholders to monitor delivery, remove barriers and hold individuals accountable for agreed actions.

Progress against the integration plan was tracked throughout the 100-day period, ensuring milestones were achieved and any risks were identified and addressed promptly.

The Outcome

The integration was delivered in a structured and controlled manner, providing management with clear visibility over progress and ensuring accountability across the leadership team.

By the end of the 100-day programme, the businesses were operating under a consistent financial framework with aligned reporting processes, enabling management to focus on delivering the strategic objectives of the acquisition and realising the anticipated synergies.

Key Deliverables

· Financial and operational fact-finding.
· 100-day integration plan.
· Alignment of financial reporting and forecasting.
· Integration of finance systems and processes.
· Regular progress and accountability meetings.
· Tracking of milestones and delivery against the integration plan.
· Strategic support to management throughout the integration period.