Practice
Office of the CFO & Strategic Finance
A finance function that keeps pace with the business it serves.
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
Finance becomes a constraint when the information system lags the business.
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.
Reporting architecture & management information
The finance infrastructure behind control, cash and capital allocation.
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
Implementation sequence
Install the rhythm first, then make it self-sustaining.
- 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.
When to engage
Signals that the operating cadence no longer supports decisions.
- 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.
Finance artefacts
What the function runs on every week and every month.
- 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
Representative situations
The shape of mandates in this practice.
Finance-function reset for a growing group
A founder-led services group had tripled in size on the same finance infrastructure. Thyor rebuilt reporting, installed a forecasting cadence and provided fractional CFO leadership through a refinancing.
Liquidity visibility for a seasonal business
A middle-market company with severe seasonality had no reliable cash visibility. A 13-week cash-flow forecast and working-capital programme gave management and lenders a shared, current picture.
Selected work
CFO and FP&A reset for a multi-entity family businessFractional CFO leadership, FP&A and finance transformation→Cross-border capital architecture for an advanced-manufacturing expansionInvestment case, geo-macro analysis, tax architecture and programme governance→Portfolio reporting and value-creation governance across private holdingsPortfolio reporting standard, CFO support and initiative governance→Next step
A finance function that keeps pace with the business it serves.
Suitable for fractional CFO, transformation and reporting mandates.