Portfolio CFO for privately owned businesses ready for their next stage
The CFO function your business needs to reach its next level, working alongside you rather than reporting from a distance.
Know where the business is going, how it will get there, the risks along the way and the cash to fund it. Our CFOs have held executive roles in multinational and listed companies, and they work alongside the MD from two days a month.
Organisations we've worked with
Most MDs we meet are not short of ability or effort. They are carrying too much. The business has grown, the numbers arrive late, and every important decision still lands on their desk.
It usually shows up like this:
-
You find out what happened last month well after you could have done anything about it
-
The numbers don't match what you see happening in the business
-
Cash feels tighter than the profit says it should
-
You are not sure the business can fund the next stage, or what the bank or an investor will ask for
-
The team works hard, but not always on the same priorities
-
You are still the person holding it all together, and it's keeping you up at night
None of this means the business is failing. It means the business has reached the point where it needs senior financial leadership.
When the business outgrows the way it's run
When clients ask how we help, the honest answer is that our objective is to help them sleep better.
That comes from having a clear understanding of four things:
-
Where the business is going
-
How it is going to get there
-
The risks, and the strategies to take it to the next level
-
The cash in the bank, and the forecast to get there
With those in place, MDs tell us they feel calmer and more in control. They see what is happening across the business in time to act on it, rather than after the fact.
We get there by combining three things: the rigour of an experienced CFO, a regular operating rhythm of meetings and reporting that keeps the business on track, and the judgement that comes from executive roles in multinational and listed companies.
Helping you sleep better
How it works
One of our Portfolio CFOs works inside your business, alongside you and your team. It starts at two days a month and grows with the business, typically to four days a month or a day a week, with extra days on call for an acquisition, a raise or refinancing.
-
Senior people only. No junior team doing the work behind the scenes.
-
Working with your accountant, not replacing them. Your accountant looks after tax and compliance; we look forward and help run the business.
-
Where it suits you. On site when it matters, remote when it doesn't. Based in Sydney, working with clients across Australia, from regional Queensland to Canberra.
Who we work with
We work with MDs and owners of privately held businesses that have outgrown the way they are run. Often it comes ahead of a specific need:
-
Raising funding or refinancing
-
Buying another business, or preparing to sell
-
Running several entities or projects without a clear group view
-
Growing faster than the finance function can keep up
-
Planning succession or a leadership change
-
Turning around a business that isn't in good shape
We have particular depth in property development and construction, where funding, project cash and group structures are part of every job. Portfolio CFO for property and construction
Client results
Testimonials:
“CFO Evolve led multiple acquisitions for us, managed due diligence, built the cashflow analysis required for bank approval, and strengthened our finance function. A valuable partner to our SME.”
CEO, IMO (Independent Medical Opinion)
“CFO Evolve reset our financial processes, rebuilt our reporting for growth, and guided us through major strategic moments. The impact has been transformational.”
Managing Director, Marketsoft
“CFO Evolve reshaped how we manage our finances, strategy and performance, and lifted the capability and confidence of the entire team. The work contributed directly to clear revenue growth.”
Ali Akbarian, General Manager, Mobility Engineering
Case Studies:
Working capital for a high-growth retailer. Lenders had declined funding. Working alongside the leadership team, we built a lender-ready model; the business secured a $1M working-capital facility and repaid it within 13 months.
One view across a multi-entity group. Fragmented reporting was driving reactive decisions. Together with the leadership team, we put a consolidated model and a regular rhythm in place, giving everyone one version of the truth.
A leadership transition without losing control. Reporting depended on the founder. We supported the incoming team with a structured rhythm and a trusted forecast, so they could lead with confidence.
Questions MDs ask us
How is a Portfolio CFO different from my accountant?
Your accountant looks back: tax, compliance and the year-end accounts. A Portfolio CFO looks forward and works inside the business with you on where it is going, how it will be funded, the risks ahead and the cash to get there. We work alongside your accountant, not instead of them.
What can you achieve in only two days a month?
More than most MDs expect, because the time is spent only on what matters. In practice that means a forecast you can rely on, a clear view of cash, a regular rhythm of reporting and decisions, and senior advice when a big call comes up. As the business grows, the days can grow with it.
Do you need to be in my office, and do I need to be available the whole time?
No to both. We are on site when it adds value and work remotely the rest of the time. You won't need to clear your diary; most of the work happens with your team, and your time goes into a small number of focused sessions each month.
The business is not in good shape. Can you help?
Yes, and it is often when we add the most value. We start by getting a clear picture of cash and the real position, then agree the few actions that matter most and put a rhythm in place to track them. An honest view of where you stand is usually the first relief.