The first strategic CFO
The business has outgrown a controller-led model and needs planning, capital and board-level leadership for the first time.
Outcome: a finance function that can carry the next three years.
Practices
Three markets. Known deeply.
We chose depth over breadth. Every mandate sits inside a market where we already know the operators, the compensation reality and the failure patterns.
Practice 01
Finance & Accounting Leadership
Chief financial officers and the office of the CFO for founder-led, sponsor-backed and public companies. These are the searches where the wrong hire costs a fiscal year, and where reading the numbers before writing the profile changes who you end up meeting.
Practice 02
Industrial, Manufacturing & Mining
Operating and technical leadership for the companies that make and move real things, including the critical minerals and energy transition buildout reshaping the sector. The strongest operators in these markets are running plants, not answering recruiters.
Practice 03
Software & Technology
Go-to-market, product and engineering leadership for growth-stage software companies, from first institutional capital through scale. The mandate usually changes shape between the term sheet and the hire, which is why we define it before we search.
Where the seat sits
The mandates we are called into most.
A confidential replacement
The current leader is not scaling with the business, and discretion matters from the very first market conversation.
Outcome: a successor identified before anyone knows there is a search.
PE value creation
A sponsor needs a leader who can professionalise the function, accelerate reporting and build toward an exit on a defined clock.
Outcome: a leader who has done it inside a hold period before.
Succession
A long-tenured leader is retiring and the institutional knowledge in that seat has never been written down.
Outcome: an overlap plan, not a cliff edge.
Operational transformation
A plant, a close process or a product organisation must move faster, with controls that hold while it does.
Outcome: a builder who has run the change, not just described it.
Post-transaction integration
Two organisations, two systems and two cultures now report to one seat that did not exist last quarter.
Outcome: a leader assessed against the integration, not the org chart.