CFO Advisory
Win influence at the top table
Most organisations don’t have a finance capacity problem – they have an influence problem.
Decisions are shaped, directions are set, and trade-offs are made before Finance has fully tested the implications. By the time Finance is involved, options have narrowed, and accountability landed.
The result is predictable: Execution friction, rework and outcomes that fall short of expectations.
The issue leaders actually feel
Finance is present – but not influential when it matters most.
This shows up as:
- Decisions that keep getting revisited
- Risks surfacing after direction is set
- Trade-offs debated too late to change outcomes
- CFOs accoutable for results they didn’t fully shape
This isn’t about technical skill, financial literacy or better reporting.
It’s about timing, positioning and improving the quality of decsion making.
Outcomes you can expect:
After this work, organisations typiclly see:
- Finance involved earlier in decision formation
- Fewer decisions revisited, because trade offs are tested upfront.
- Clearer accountability with decisions owned rather than delegated.
- Faster execution, with less rework, and fewer initiaves stalled.
When Finance doesn’t influence decisions, performance pays the price.
Who is this for?
When Finance shapes decisions - not just reports them.
It’s used in organisations where:
- Finance is accountable for outcomes but needs to influence more effectively
- Decisions form quickly under cost control, margin, or delivery pressure
- Trade-offs aren’t fully tested before direction hardens
- Speed of execution needs improving.
In these situations, Finance isn’t the problem. Timing and influence are.
It's also relevant for CFOs who:
- Have stepped into a new role or expanded mandate
- Are operating under sustained cost or margin pressure.
- Need to become more influential in shaping decisions earlier
What this is not:
This is not a training, optimisation or development program.
It’s designed for situations where decision quality and performance depend on finance shaping choices early.
Why Matthew
I’ve been where your team is. As a former CFO, I know the tension between technical confidence and strategic influence.
This work isn’t theory. It’s the frameworks I wish I had earlier – built from experience, tested in real teams, and delivered in plain language. It’s supported with leader-led follow-up, so the impact sticks without adding cost or complexity.
Value Model: From Reporting to Influencing
Teams often move through these stages:
Report-Centric
Accurate but overlooked
Informed Participant
Input offered, not always heard
Trusted Advisor
Insights shape thinking
Strategic Enabler
Decisions change because of you
What I’ve seen work
“As a senior finance leader aspiring to progress to a CFO role, I engaged Matthew for Executive Coaching Services to enhance my executive presence, influence, and overall strategic impact. Matthew offered targeted strategies that enhanced my leadership style with my team, providing meaningful guidance on cultivating a positive work culture, highlighting the benefits of recognition, and fostering team engagement.
He combines a strong foundation in leadership theory with extensive real-world experience in senior finance roles, enabling him to understand the unique challenges faced by finance professionals. His practical suggestions—derived from direct report, peer, and leadership feedback—were easily applied within the demands of a busy finance function.
Matthew’s attentive listening and commitment to understanding my specific circumstances have been invaluable and motivating for my continued growth. I highly recommend Matthew to other finance professionals seeking to advance their careers.”