Real Results from Real Engagements

A £55m revenue group operating 15 trading entities across property and care sectors required board-level financial leadership. The business had grown rapidly but lacked the financial infrastructure to manage lenders, monitor performance across entities and plan strategically. No CFO-level resource existed in-house.

Monthly embedded CFO engagement covering consolidated reporting across all 15 entities, cash flow modelling, lender covenant monitoring and board presentation. Implemented group-level financial controls and a unified reporting framework. Managed relationship with external accountants, solicitors and lenders directly.

A care home operator had been systematically underpaid by the local authority for NHS-funded placements over a period of several years. The operator had accepted the underpayments as standard practice and had not challenged the funding rates. The total underpayment had accumulated to a significant sum with no recovery process in place.

Full audit of NHS placements and LA funding agreements against contracted rates. Quantification of total underpayment across the full period. Formal challenge submitted with supporting documentation. Negotiation with the commissioning authority through to settlement. Parallel review of ongoing fee rates to prevent recurrence.

A healthcare provider with multiple trading entities was paying standard compliance-rate tax with no structured planning in place. Director remuneration was inefficient, capital allowances were unclaimed, and the group structure was not optimised for tax purposes. The existing accountant was handling compliance only.

Fixed-fee advisory review covering corporate tax efficiency, director remuneration strategy, capital allowance review and group structure analysis. Written strategy delivered within agreed timeframe with projected savings model and 12-month implementation plan. No accountant change required.

A business owner was considering a sale within two to three years but had no exit planning in place. The business structure was not optimised for disposal. Tax planning had not been considered in the context of an exit. The owner was uncertain about valuation drivers and what would be required to maximise the outcome.

18-month engagement beginning with a full pre-sale review covering business structure, tax-efficient disposal routes (BADR eligibility), personal and corporate tax planning, and preparation of financial position for buyer due diligence. Monthly advisory through the sale process, including buyer financial analysis and negotiation support.

A property developer was preparing to exchange on a development acquisition. The deal had been agreed commercially and the solicitors were progressing to exchange. The developer requested an independent financial review of the deal structure and funding model before committing.

Full independent review of the deal financial model, funding structure, development appraisal and exit assumptions. Stress-testing of key financial assumptions against market conditions. Review of funding terms and conditions including any covenant or drawdown conditions that could affect delivery. Written report delivered within five working days.