Practice 01
Office of the CFO & Strategic Finance
Thyor provides principal-led fractional and interim CFO capability, strategic finance, FP&A, liquidity management and finance-function transformation for privately held businesses, investment portfolios and cross-border operations.
Why it matters
A finance function that keeps pace with the business it serves.
Most middle-market and founder-led companies reach a point where the finance function that built the business begins to constrain it. Reporting arrives too late to decide with. Forecasts describe the past. Cash behaviour is discovered rather than managed. The board, lenders and investors start asking questions the function cannot answer with confidence.
The consequences are commercial, not clerical. Pricing decisions are made on unreliable margins. Covenants are breached for want of visibility. Acquisitions are integrated without a reporting spine. Capital is raised on numbers that will not survive diligence.
A well-designed finance function is not an overhead line. It is the operating system of the business: decision-grade information, a reliable cadence, and a CFO-grade view of cash, capital and risk — scaled to what the company actually needs.
Recognisable situations
When to engage.
- 01
Reporting no longer supports decisions
Management information arrives late, is contested in meetings, or cannot answer basic questions on margin, cash and run-rate.
- 02
The business has outgrown its finance team
Growth, acquisition or new geographies have outpaced the capability and structure of the existing function.
- 03
A CFO transition looms
A departure, a first CFO hire, or a gap between what the role costs and what the business needs today.
- 04
Lenders or investors need stronger reporting
Covenant packages, board materials and investor reporting require a standard the current cadence cannot meet.
- 05
Cash behaviour is unclear
Working capital absorbs growth, liquidity surprises recur, and 13-week visibility does not exist.
- 06
A transaction is approaching
The numbers, models and reporting must withstand buyer, lender or investor scrutiny.
- 07
Systems and controls lag the operation
Spreadsheet dependence, weak close processes and control gaps create risk the owners can feel but not measure.
Scope
Work configured around the decision.
Finance leadership
- Fractional and interim CFO services
- Strategic finance leadership
- Board, lender and investor reporting
- Finance organisation design
Planning & information
- FP&A and integrated planning
- Budgeting and forecasting
- Financial reporting and management information
- KPI architecture and performance management
Cash & capital
- Cash-flow and liquidity management
- Working-capital improvement
- Treasury and capital structure
- Funding and covenant readiness
Function build-out
- Finance-function design and transformation
- Finance systems, controls and operating cadence
- Close and consolidation control
- Finance technology and data transformation
Method
A clear sequence from fact base to execution.
- 01
Establish the decision context
What the business must decide, fund and report over the next four quarters — and what the finance function must therefore produce.
- 02
Diagnose the current function
A rapid assessment of reporting, planning, cash management, systems, controls and team capability against that requirement.
- 03
Design the target function
Operating model, cadence, information architecture, systems and controls — sequenced to what the business can absorb.
- 04
Rebuild the core rhythm
Close control, management reporting, forecasting and cash visibility installed and run until they hold without support.
- 05
Elevate to the boardroom
Board, lender and investor materials rebuilt on the new information base; KPI architecture agreed with leadership.
- 06
Embed and hand over
Hiring support, documentation and operating governance so the function sustains itself — with Thyor available on retainer.
Deliverables
Work products designed to support an actual decision.
- Decision-grade management reporting packs
- Integrated P&L, balance-sheet and cash-flow forecasts
- 13-week and medium-term liquidity models
- Working-capital diagnostics and improvement plans
- Board, lender and investor reporting suites
- KPI architecture and performance dashboards
- Finance operating-model and organisation designs
- Systems, controls and close-process documentation
Focused services
Services within Office of the CFO.
Fractional CFO Services
Ongoing principal-led CFO capability for private businesses that need stronger finance leadership before a full-time executive hire is justified.
View service →Interim CFO Services
Immediate senior finance leadership through a transition, transaction, restructuring or defined transformation period.
View service →FP&A Advisory
Forecasting, planning and management analysis designed around the decisions the business actually makes.
View service →Finance Transformation
A practical redesign of reporting, planning, systems, controls and team structure without losing control of the close.
View service →Strategic Finance Advisory
Financial analysis for growth, pricing, portfolio choices, capital allocation and decisions that sit beyond routine FP&A.
View service →Cash-Flow & Liquidity Advisory
Reliable short-term cash visibility, liquidity scenarios and an operating cadence that turns forecast variance into action.
View service →Working-Capital Advisory
Cash release and control across receivables, inventory, work in progress and supplier terms without starving the operation.
View service →Next step
Discuss a finance-function mandate
Sensitive matters may be described at a high level. Scope and confidentiality are agreed before detailed information is exchanged.