Expert financial leadership for business owners who need more control, better forecasting and better decisions.
One person responsible · Tailored commitment · No obligation
When a company grows, the complexity of its decisions grows too. And a moment comes when knowing how much you have invoiced is no longer enough.
You need to know where you make money, how much you need to keep growing, what may happen over the coming months and which decisions you can take today.
That is where I come in.
External financial leadership, adapted to your company and to the stage it is at.
This may sound familiar:
If you are at this point, you probably don't need more information.
You need to turn the information you already have into judgement to decide.
Accounting explains what has happened. Financial leadership helps you decide what to do next.
Accounting is essential. But recording, closing and presenting financial information is not the same as managing a company financially.
What has happened?
It records, classifies and explains the company's economic reality.
My job is to connect the numbers with the business.
To turn data into information. Information into judgement. And judgement into decisions.
The experience of a CFO, without necessarily taking on a full-time structure.
Not every company needs an in-house finance director five days a week. But many companies reach a point where they do need that experience, vision and analytical capacity.
External financial leadership lets you bring in that function flexibly, in proportion to the company's real needs.
It can be to solve a specific problem. To support a growth phase. To professionalise financial management. Or to have someone on a recurring basis beside management helping to make better decisions.
Financial control and reporting
It is not about producing more reports. It is about knowing what information you need to steer better.
Clear information to know what is really going on.
Financial planning and forecasting
Running a company looking only in the rear-view mirror limits your decisions.
Because a good decision starts long before it is taken.
Treasury and cash flow
A company can be profitable and still have cash problems.
The question is not only how much you earn. It is how much cash you will have when you need it.
Finance in the service of business decisions
Some decisions can change a company's course. A new investment. A hire. A price change. A new line of business. An acquisition. An outsourcing.
Not to tell you which decision to take. But so that you can take it with better information.
Funding and relations with banks and investors
When a company looks for funding, it needs much more than a profit and loss account. It needs to explain its business, its forecasts and its capacity to generate resources.
Financial information is also a negotiating tool.
Perhaps you don't need a full-time CFO. But you may already need to think like a company that has one.
Volume and complexity are increasing and you need more control.
Results arrive, but you can't anticipate what is coming.
You need to know when a liquidity need may appear and how to get ahead of it.
You want to assess investments, hiring, pricing, expansion or new projects with data.
You need to prepare solid models, forecasts and financial arguments.
The company has reached a level of complexity that calls for more advanced financial systems and processes.
The information exists, but someone is missing to interpret it and turn it into decisions.
That is why financial leadership must adapt to your company.
I don't work with closed packages or a standard commitment. First I understand your business, your goals and your main challenges. Then we define what you really need.
To solve a specific financial need.
To have financial leadership on a recurring basis.
To professionalise financial management processes, tools and systems.
The commitment can be adapted to the company's situation:
You decide how much support your company needs.
First we understand. Then we decide. Finally we act.
We analyse the current situation. Business, structure, financial information, processes, cash, reporting and main challenges.
We identify what needs immediate attention and where we can have the greatest impact.
We define the tools, processes, indicators and actions needed.
We work with management and the team to put decisions into practice.
We measure progress, analyse results and adapt the approach to the company's new needs.
It is not about handing over a report and disappearing.
It is about supporting management.
More control. More visibility. More ability to decide.
You understand better where your company stands and what is really happening.
You detect variances and problems before they become bigger problems.
You can anticipate cash needs, investments and different scenarios.
You have an independent financial view against which to test decisions.
You put in place processes and tools that let you manage growth better.
You know that important financial decisions are taken with reliable, analysed information.
And I don't intend to replace it.
I work alongside management, the advisory firm and the company's accounting team, because each function has a different role.
My role is to connect those pieces from an overall financial view, which lets me give management a numerical picture they can set against their own sense of the company's day-to-day. Always within the company's context, with a thorough analysis of the figures (by department, by ledger account, by cost centre…), and with the greatest contribution I can make to improve results.
Difference from an accountancy firm
| Accountancy firm | External CFO |
|---|---|
| Records information | Interprets information |
| Meets obligations | Helps you decide |
| Looks at the past | Looks at the future |
| Tax and accounting | Strategic and financial |
External CFO · Fractional CFO
I don't see financial leadership as a function isolated from the business.
Numbers make sense when they help you understand the company and make better decisions.
My goal is not to write reports. It is to help you understand what the numbers say and what you can do with them.
My way of working combines:
To understand the economic and financial reality of the business.
To connect the numbers with strategy and operations.
To work with reliable information and sound analysis.
To work directly with management and owners.
To bring an outside view and question assumptions when needed.
Because an analysis only has value when it helps you decide and act.
You don't need to add a position. You need to add capacity.
An in-house finance director means a permanent structure. External financial leadership gives you access to financial experience and judgement when you really need it.
Without oversizing the structure. Without necessarily taking on the cost of a full-time position. Without losing flexibility.
You bring the business. I bring the financial vision. Together we turn information into decisions.
Not exactly. A Fractional CFO or external finance director takes on the functions of financial leadership with a commitment adapted to the company's needs, without having to add a full-time position.
There is no standard commitment. It depends on your company's situation, complexity and goals. First we analyse what you need and then we define the right level of commitment.
Yes. Financial leadership can work together with the advisory firm, the head of administration or the internal accounting team. The aim is for financial information to be reliable, timely and useful for management.
No. It is especially designed for companies that have reached a level of complexity where they need a more advanced financial function, even though it doesn't yet make sense to add a full-time CFO.
Yes. We can analyse the cash position, identify liquidity needs and build forecasts that let you anticipate different scenarios.
Yes. We can develop budgets, forecasts, financial models and scenarios adapted to the company's needs.
I can help you prepare the financial information, models, forecasts and plans needed for conversations with banks, investors, partners or other sources of funding.
Yes. You don't have to begin with a recurring service. We can start with one specific need, review the result and, from there, decide whether it makes sense to continue with ongoing financial support.
Your company's numbers are already talking. The question is whether you have time to listen.
Tell me briefly what stage your company is at and what the main financial challenge is right now. In a first conversation we will look at the situation and see whether external financial leadership can add value.
No obligation.
Emailinfo@diqsolucions.catData → Information → Judgement → Decision
Expert, independent and flexible financial leadership for companies that have reached the point where they need more than bookkeeping.