Consulting
When the situation requires an independent perspective.
Some engagements don’t fit a standard program. They require someone who can assess a complex situation, tell you what’s actually going on, and help you decide what to do about it.
The Challenge
Organisations call me when performance isn’t where it needs to be – and the answer isn’t obvious.
Sometimes, Finance isn’t influential enough to shape the decisions that drive strategy.
Sometimes reporting isn’t aligned to what actually matters. Sometimes the function is capable but not performing. Sometimes leadership needs an independent perspective on what’s really going on before they can act.
The common thread is this; Finance should be at the centre of strategy delivery, decision making and performance.
When it isn’t, the whole organisation feels it.
Almost two decades as a CFO across multiple sectors – large, complex, geographically diverse organisations – means I’ve seen these problems from the inside.
I know what good looks like, what gets in the way, and what it takes to fix it.
How I work with clients
I work with CFOs, COOs and CEOs on a project basis when the situation requires independent assessment and a clear path forward.
Every engagement starts with understanding the problem – not applying a template to it.
Finance Capability Reviews Current state assessment of your finance function – identifying where capability, influence and decision support are falling short, with a prioritised roadmap for improvement.
What the engagement produces: Current state assessment. Gap analysis mapped to organisational priorities. Recommendations. A practical roadmap for improvement. Implementation support available on an ongoing basis.
Strategic Performance Reviews A review of how your organisation measures and reports on performance – identifying whether your metrics and reporting framework are aligned to strategy delivery or just measuring what’s easy to count.
What the engagement produces: Current state assessment of your reporting framework mapped against strategic priorities. Identification of the metrics that actually drive performance. A redesigned reporting structure aligned to strategy delivery. Implementation support available on an ongoing basis.
Every engagement is different. If your situation doesn’t fit neatly into either of these, the conversation starts the same way – with a confidential discussion about what’s actually going on.
Why Matthew
Almost two decades as a CFO across the UK, New Zealand and Australia. Multiple sectors. Large, complex, geographically diverse organisations. Three times finalist for NZ CFO of the Year.
I’ve seen these problems from the inside – not as a consultant parachuted in with a methodology, but as the person accountable for the outcomes.
That perspective changes the quality of the diagnosis and the real world, grounded practicality of the recommendations.
Engagements at this level are confidential by nature. References are available on request.