Financial & Revenue
Put the cash cycle, the cost base and the pricing under the same light — then find the growth already sitting inside the business.
The situation
The most common financial complaint in an owner-led business is not that it is losing money. It is that the P&L says one thing and the bank balance says another. Profit sits in the statement while cash sits in inventory, in receivables that everyone is too polite to chase, and in a working capital cycle that nobody has measured in years. The second most common is pricing: a rate card set when the business was half the size, carried forward through three rounds of input cost inflation because raising it felt risky and nobody modelled what would actually happen if a few customers left.
You are probably
here because
- The business is profitable on paper and tight on cash every month, so growth is funded by stretching suppliers rather than by margin.
- Prices have not moved in years while input costs have, and nobody can say which products or customers are now being served at a loss.
- Receivables are older than the terms say, and the collection conversation is happening after the money is late rather than before.
Who this
is for
Businesses that are profitable on paper but tight on cash, or that have not repriced in years.
What the first
fortnight produces
We rebuild the cash cycle from source documents — days in inventory, days in receivables, days in payables — and put margin by line, by customer and by channel next to it. Most businesses have never seen those two views on the same page. The output names where cash is actually trapped, which revenue is costing more than it returns, and what a defensible price looks like for each line, with the volume you could afford to lose before it stops being worth it.
How the work
is scoped
The Discovery sprint is fixed fee, two to four weeks. From there the work splits: a pricing review and a working capital fix are usually short and self-contained, while a full profitability rebuild runs alongside operations for twelve to eighteen months. M&A readiness and investor pack work is scoped to the transaction timetable. Deal advisory, including immigration-pathway acquisitions in the UK, the UAE and Australia, is quoted separately because it depends on the jurisdiction.
The 4 service lines
What you can buy here01
Financial Management & Profitability
Budgeting, cash flow, cost rationalisation and working capital, sized for SME realities rather than corporate templates.
02
Revenue Enhancement
New revenue streams, pricing architecture and retention economics — usually the fastest money in the building.
03
M&A Readiness & Investor Pitch
Structuring, diligence preparation and the investor narrative, so the business is bought rather than sold.
04
Business Buying & Selling
End-to-end deal advisory, including immigration-pathway acquisitions in the UK, UAE and Australia.
Questions we get asked
Answered straightWe are profitable but always short of cash. Where does it go?
Almost always into working capital, and almost always into a part of it the business has stopped looking at. Inventory bought on an old assumption about lead times, receivables running fifteen days past terms because collection is nobody's named job, and payables being managed by whoever shouts loudest. The fix is not a loan. It is measuring the cycle, finding which of the three legs has drifted, and changing the operating habit that let it drift.
How do we raise prices without losing customers?
By knowing which ones you can afford to lose before you start. Model the margin at the new price, work out the volume you could shed and still be better off, then segment: the customers buying on relationship and service will mostly stay, and the ones buying purely on price were rarely making you money. Raising across the board and hoping is what makes price increases feel dangerous.
What does M&A readiness actually involve?
Making the business buyable rather than merely for sale. That means clean books that survive diligence, revenue that does not depend on the owner personally, contracts and compliance in order, and a narrative that explains what a buyer is acquiring beyond the assets. It is preparation work done twelve to twenty-four months before a process, and it is what separates a business that gets bought from one that gets negotiated down.
Can you work alongside our existing accountant?
Yes, and it is the normal arrangement. Your accountant maintains the record; this work interprets it and changes what it records. We ask for read access to the numbers, not for the relationship.
What we have written about this
The thinking behind the practiceStart the conversation
Free · 30 minutes · senior consultantTell us where the business stands and where you want it to go. We will bring our first read on financial & revenue — and an honest answer on whether we can help.