Growth has outpaced visibility
Revenue is moving, but forecasts, cash flow and management information are not keeping up.
Fractional CFO for UK technology & SaaS scale-ups
Financial clarity when growth stops being simple.
I help founders turn complex numbers into confident decisions — strengthening forecasts, financial control and board-level insight without the cost of a full-time CFO.
20+ yearsFinancial leadership
£5m–£75mGrowth-stage businesses
2–3 daysFlexible weekly support
Selective availabilityFor one new scale-up engagement
Financial leadership through:
GrowthFundingTransformationExit
The point of inflection
You may not need a full-time CFO. But you do need more than historic numbers.
Fractional support is most valuable when the business has outgrown its current financial view, but the next permanent hire is not yet the right move.
Decisions carry more weight
Pricing, hiring and investment choices need better commercial analysis—not another spreadsheet.
Stakeholders expect more
Investors, lenders or the board need sharper reporting, a credible plan and fewer surprises.
A major moment is approaching
A raise, acquisition, international move or exit requires experienced financial leadership now.
What changes
Finance becomes a forward-looking advantage.
The goal is not more reporting. It is a clearer view of what is happening, what comes next and where leadership attention will create the most value.
See ahead
Reliable cash-flow visibility, scenario planning and forecasts that help you anticipate rather than react.
- Integrated forecasting
- Cash and runway planning
- Scenario modelling
Decide with confidence
Commercial insight that connects financial performance to the choices being made across the business.
- Pricing and margin analysis
- Investment prioritisation
- Founder and board counsel
Build confidence
A finance function, rhythm and story capable of supporting the next stage of growth.
- Board and investor reporting
- Finance team development
- Controls that enable scale
Illustrative engagements
Experience should be visible in the problems already solved.
These fictional examples demonstrate how genuine client evidence would be presented on a completed site.
From competing spreadsheets to one reliable 13-week view
Rebuilt the forecasting rhythm around clear assumptions, ownership and weekly decisions—giving the founders earlier warning of pressure points and greater confidence over hiring.
Operational shiftReactive → prepared
Revealing which growth was actually creating value
Connected customer, revenue and delivery data to expose margin by segment, reshape pricing conversations and focus the commercial team on higher-quality growth.
Decision shiftRevenue → value
A financial story the leadership team could stand behind
Simplified board reporting, established a credible operating plan and aligned finance with the wider leadership team before a critical phase of investment.
Leadership shiftReporting → insight
How I work
Senior financial leadership, shaped around the stage you are in.
I work alongside founders, finance teams and boards for two or three days a week—bringing enough proximity to make change happen without adding unnecessary permanent overhead.
- 01
Diagnose
Build a shared view of the financial position, immediate risks and decisions ahead.
- 02
Strengthen
Improve visibility, controls and commercial decision-making where they matter most.
- 03
Partner
Create a dependable operating rhythm with the founder, leadership team and board.
Where I add most value
A focused fit, not finance for everyone.
StagePost-product-market fit, scaling toward institutional maturity
BusinessUK-based B2B technology and SaaS
SizeTypically £5m–£75m revenue or venture/PE-backed
NeedStrategic finance leadership, not outsourced bookkeeping
About Matthew
Large-company discipline. Scale-up pragmatism.
I have spent more than two decades helping technology businesses translate financial complexity into commercial action.
My experience spans international finance leadership, investor-backed growth and hands-on work with founder-led teams. That combination matters: scale-ups need rigour, but they also need judgment, pace and solutions that work outside a textbook.
I am at my best as a calm, constructive counterpart—someone who can challenge assumptions, bring shape to difficult choices and leave the finance capability stronger than I found it.
A clearer financial view starts here
Facing a financial inflection point?
Let’s discuss what the business needs now, what can wait and whether fractional CFO support would be the right fit.