CFO-level financial leadership, planning, reporting and controls — from board reporting to financial modelling and performance management.
Start a conversationFinance, CFO & Performance sits above the transactional work of bookkeeping and statutory reporting — that is Accounting, Finance Operations & Business Services, a separate MEN discipline. This is about how a business plans, controls, reports and improves its financial performance: the CFO-level judgement a board relies on, and the underlying finance-function capability — budgeting, forecasting, modelling, control — that judgement depends on. MEN works at both levels together, because CFO-level advice is only as strong as the finance function, information and controls beneath it.
Start with the issue, not the department.
Acting as, or alongside, the CFO or Finance Director — providing senior financial leadership, challenge and decision support aligned to the needs of the business.
Building the reporting a board can actually make decisions from, not just review.
Turning a plan into numbers that hold up when the year doesn't go exactly to plan.
Keeping visibility of cash ahead of the business, not behind it.
Supporting liquidity, banking relationships, facilities and treasury processes as a deliberate part of financial management rather than an administrative afterthought.
Freeing up cash tied up in debtors, creditors and stock, without disrupting how the business actually trades.
Senior finance leadership delivered flexibly, scaled to what the business needs now rather than a fixed headcount.
Finance transformation and performance are treated as one connected discipline at MEN: redesigning how a finance function works, and instrumenting how performance is measured, so a transformation programme is judged by the reporting and decisions it actually improves — not by the systems it installs.
Redesigning how the finance function operates, from process and systems through to team structure and reporting rhythm.
Building the financial planning and analysis capability that connects the numbers to the decisions they're meant to inform.
Designing the controls that keep numbers reliable without slowing the business down.
Reporting that holds together across multiple entities, currencies or business units.
Bringing multi-entity and multi-jurisdiction group results together accurately, consistently and on a timetable management can rely on.
Building robust financial models designed to support real decisions, scenarios and transactions.
Defining the handful of metrics that actually explain performance, and building the discipline to track them consistently.
Designing how work actually moves through the finance function, from transaction to report.
Understanding where a business genuinely makes money, at product, customer or contract level.
Board reporting exists but doesn't actually help the board make decisions.
Cash-flow visibility is reactive — problems are discovered rather than planned for.
A finance transformation or systems project needs a CFO-level view of what “good” looks like, not just a systems specification.
The business needs stronger senior finance leadership, challenge or capability than its current structure provides.
Performance is being reported, but nobody can say confidently why it moved.
Financial leadership rarely stands alone. A forecast depends on strategic assumptions; a transaction depends on financial modelling standing up to scrutiny; a systems decision depends on how finance actually wants to work. MEN treats the disciplines below as one team around the situation, not a sequence of separate engagements:
Testing financial capacity and constraints against strategic decisions before they're made, not after.
Providing the financial modelling and reporting a transaction or funding conversation depends on.
Building the systems and automation that let finance produce better information faster.
Keeping financial reporting and tax positions consistent with each other, not reconciled after the fact.
Working from accurate, current statutory and management accounts, rather than duplicating that work.
Embedding the financial controls and reporting discipline governance actually requires.
Financial leadership and reporting discipline for family enterprises, fitted to how the family actually operates.
Portfolio and asset-level financial reporting for property investors and developers.