For most companies in Latvia, a full-time finance director is out of reach — but the questions a CFO answers do not go away. This service exists for exactly that: you get experienced financial thinking in the amount you actually need, not a full-time salary.
When this is needed
These are the situations that usually bring business owners here:
- The company is growing, but it is unclear whether it is growing profitably. Revenue rises, profit does not — and no one knows which product or client is absorbing it.
- Cash is tight even though the books show a profit. The classic case where profit and cash live on different days.
- Data is needed for a bank or an investor. Forecasts and explanations, not just last year's annual report.
- The accountant provides numbers, but no one interprets them. The data exists; the conclusions do not.
- Decisions are made on instinct. Raising prices, hiring, investing — without calculating the effect on cash six months out.
What it includes
Strategic planning
Setting financial goals and modelling growth scenarios: what 30 % growth next year actually means, how much cash it requires and where that cash comes from.
Cash flow
Liquidity management and forecasting — including a 13-week cash flow model that shows which week gets tight before it happens.
Budgeting
An annual budget, comparison of actuals against plan, and analysis of the cost structure. Return on investment calculated before the decision, not after.
Data analytics
A KPI dashboard with measures that genuinely matter in your industry; product and client profitability analysis; margin review.
How it works in practice
The engagement is usually a steady rhythm rather than isolated projects:
- 1. Initial review. I look at the existing data and establish which decisions are coming up in the year ahead.
- 2. Regular meetings. Monthly or quarterly, depending on the pace of the business.
- 3. Reporting between meetings. A cash flow forecast and KPI review that reaches you rather than sitting in a folder.
- 4. Availability at the moment of decision. When a question comes up off-schedule, you do not wait for the next meeting.
Who this is for — and who it isn't
Worth it if the company has several employees, steady operations, and decisions expensive enough that a mistake costs more than advice.
Not worth it if what you need right now is solid bookkeeping. In that case the right answer is the full accounting cycle — and that can start on its own.
Why me
ACCA qualification and 25 years in financial management — bank treasury, a fintech CFO role, and group consolidation in an international environment.
Questions about liquidity, currency risk or consolidation are not theory to me.
Frequently asked questions
Does this replace an accountant?
No. An accountant records what has happened. Financial management answers what to do next. Both are needed, and you can have them together or separately.
Do I also need accounting outsourcing?
Not necessarily. Financial management works just as well if your bookkeeping is already handled elsewhere.
How often are the meetings?
Most often monthly. For businesses with a slower rhythm a quarter is enough; during rapid growth or change, more frequently.
What is the minimum engagement?
Financial management starts to pay off once there is something to compare against — usually after two or three months. A long contract is not a precondition for starting.
How is confidentiality handled?
Access to data is limited to what is necessary, and a contract governing data processing is signed with every client.