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About Highport

We are an executive management service who help start-ups become fast growth businesses and established businesses change quickly.

Companies we work with are ambitious and determined.  They are looking for ideas, knowledge and experience to compliment their sector skills.

Our clients range from media and technology to agriculture. They are different sizes and at different stages of growth and they all realise the need for sound financial capability and governance to enable them to think through and achieve their ambitions.

We provide interim and part time senior financial and commercial expertise to help the detailed execution of our clients businesses, identifying the best ways to operate, new ways to work and where necessary removing practices that will stifle success in their financial and commercial functions.



We help clients ensure their M&A strategy aligns with their broader corporate strategy from acquisitions through to raising finance or disposing of non-core assets


We provide independent strategic advice to businesses to set goals and measure success


We deliver professional leadership and direction for companies providing financial and accounting expertise as needed


We advise & lead organisations through business transformation & restructuring driving greater efficiencies and cost savings

Our Approach

Our Services


We use our methodology to form, communicate and measure strategic objectives


We run complete turnaround and divestment projects freeing the executive team to concentrate on core activity


We provide an objective view of current trading risks and opportunities


We provide support across all stages of acquisition and disposal


We offer financial governance services to help businesses build controls to deliver unified and compliant financial systems


We deliver timely and actionable profitability insight to businesses helping them to achieve greater commercial success


We offer a range of financial planning services to prepare forecasts and financial accounts and statements


We help businesses improve the calibre of information available on which to make decisions


We provide impartial information and advice to help you get your finance function up and running quickly

Case Studies

Establishing an autonomous trading division and finance functions within a leading plc.

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Siebel CRM system implementation for a new Network Operations Centre

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Improving warehouse fulfillment operations

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Business turnaround and strategic refocus

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Business acquisition from a distressed group

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Strategic review and business re-focus

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The Scenario
Following the strategic review of its business portfolio certain business activity was deemed to be outside of the core focus of the business strategy for the future.

As a result certain trading assets needed to be sold off or closed.

The Challenge
To build the business case and raise the finance for the incumbent managers of the business units ‘at risk’ to enter into substantive negotiations with the IP owners to buy the business and assets.

The Task
As business managers there was a significant advantage in knowing the current status, including the risks, of the business.

The primary task was securing the necessary funding streams and finding and appointing advisers to assist in the transaction.

Time was of the essence. The vendor had made a strategic decision to exit the particular markets of this trading subsidiary and so securing business continuity for both parties was important. Whilst the acquirer market was limited there was no real pressure on the vendor to sell. Closure looked a more cost effective and efficient option.

For the MBO team all the detail of starting a new business had to be dealt with, offices, TUPE, core operating systems, working capital, key staff and strategic objectives.

The Outcome
The business was acquired and 20 years later is thriving.

Business Acquisition

Business from a distressed Group
The Scenario
A major high profile group was seeking to dispose of assets in order to meet debt repayment schedules.

The potential acquirer was a plc who need to conduct a full and thorough due diligence appraisal of the assets under consideration, preparation of the investment case and the negotiation of the contractual terms were required.

At the same time as the frenetic acquisition activity, consideration had to be given to how we would take on this acquisition if successful given the distressed corporate environment that it was part of.

The Challenge

As a plc the obligations upon us to be both dynamic and opportunistic in growing the business coupled with the rigours of corporate governance and compliance made for an extremely complex process to be executed in a short space of time. Due diligence on the target assets, business and key drivers was limited. Time was of the essence for the vendor, never a good position for the acquirer to gather the confidence and detail it really requires.

The Task
A working group of senior executives was formed with specific responsibility set out across the key areas of due diligence – financial status, pipeline and customer base, liabilities, business knowledge and key staff and key supplier relationships.

Lines of communication within the plc Board were quickly established in order to keep a constant sense check on risk as key facts of the opportunity were established. Business cases and investment appraisals were written and re-written several times. A main plc Board presentation was convened and executed for ultimate consideration of the proposal to acquire.

The Outcome

Whilst Board approval was secured for the acquisition within terms that would have enhanced the value of the acquiring Group, the transaction did not proceed because of serious governance failings on behalf of the vendor group.

As a post script certain assets were eventually acquired from the target as a result of its subsequent administration. The price was considerably lower and the return disproportionately higher.

Business turnaround

Business turnaround and strategic refocus
The Scenario
A successful privately owned business had been run by the founders family and after the accumulation of losses the owner returned from retirement with the objective of recovering the business and with an intention to exit within 3 years.

The Challenge
To turnaround a completely dysfunctional business reliant on a single customer for 90% of its business.

The Task
Turnaround an unprofitable business quickly, establish its core competence and set a 3 year agenda for exit for the Founder.

The environment was a hostile culture fuelled by a misguided focus from the managers that they had the support and confidence of the owner. There was a complete lack of any clear corporate strategy and objective and instead conflicting aims across multiple departments.

An initial objective was to establish the competency of management to determine who if anybody had the basic skills to play a part in a more commercially organised structure driven by a single business plan.

From here the business plan had to be drawn up, approved and executed.

The Outcome
The founder recovered his losses, exited the business within his 3 year time frame and the business has been completely restructured and transitioned to a new focus and market position.

Business Improvement

Improving warehouse fulfillment operations
The Scenario
Significant market changes in the core business of OEM product supply was creating revenue reduction and margin erosion. The global market dynamics were changing with economic pressures on investment and the increasing emergence of competitive alternatives. No longer high margin product but rather sophisticated equipment regulated to commodity product.

The Challenge
To improve the efficiency and reduce operating costs of the warehouse and supply chain process whilst at the same time staying responsive and flexible to the demands of the customer base.

The Task
  • Replace 20 years of established practice and outlook with systems and practices that would be more responsive to customer and market demands
  • Introduce new skills in to the warehouse team – systems, just in time supply Refresh supply chain systems
  • Engage with OEM initiatives for more efficient product fulfilment
  • Cut operating costs.
  • Streamline logistics and sales communication
  • Reorganise product supply for support spares

The Outcome
  • Warehouse operations were scaled back with more direct supply from the OEM
  • Warehouse operations were scaled back with more direct supply from the OEM
  • 8% cost saving on warehouse operations within year 1
  • Support services and product sales separated
  • New management structure installed
  • Infrastructure aligned to new market conditions

System Implementation incl O2C

Siebel CRM system implementation for a new Network Operations Centre
The Scenario
This leading global group had a key strategic objective to provide 24 hour ‘follow the sun’ network support capability for it’s global customer base. It had built a standard global services model through a Global Services Advisory Board (GSAB). The business, with it’s HQ in South Africa had acquired businesses in the Australia, Singapore and the USA had acquired the UK’s leading Cisco network integrator to be its European base and the vehicle for transferring its listing from SA to London.

The Challenge
The UK was chosen as the base to establish and prove the first Network Operating Centre (NOC) designed to the standards set by the GSAB. The requirements were twofold: a new physical state of the art operations centre and all the operational systems capability necessary to run a 24 hour network support centre for FTSE 500 and similar global enterprises including efficient O2C.

The Task
A project was formed to implement the first operating system for a 24 hour NOC using the Siebel CRM system. A multinational team was assembled from across the group that would ultimately use this ‘pilot’ site to be replicated across the chosen global locations of Australia, Singapore and the USA. Business requirements had to be gathered and agreed. System development and testing had to be undertaken and rollout scheduled to align with both the physical build of the new NOC and the transition of the existing customer contract information in to the new Siebel based management system.

The Outcome

A fully functioning NOC was delivered without disruption to the client base and proved a model that was subsequently rolled out in the other key global locations.

FP & R

Establishing an autonomous trading division and finance functions within a leading plc
The Scenario
This FTSE 250 plc grew rapidly with publishing interests in newspapers, consumer and business magazines and other media-related activity. The group prided itself on a ‘cottage industry’ style fostered by the CEO. The idea of central overhead and high degrees of central control was not in the script for this plc until it became a darling of the stock exchange and the need to smarten up became a priority.

The Challenge
The plc had some fledgling interests in trade exhibitions and conferences launched off the back of its publishing titles. A major acquisition in the exhibitions sector became the catalyst to create an autonomous trading division.  The objectives were to:
  • Extract the existing business from the larger publishing subsidiaries they were part of
  • Bring the new acquisition in to the divisional structure
  • Align the new acquisition to the group reporting process
  • Establish fully functioning finance functions for each of the 4 trading entities within the new Division
  • Establish an accounting and reporting process within the new division and upwards to the Group

The task

A number of activities had to run concurrently:
  • Secure the new acquisition in to the Division without losing trading momentum.
  • Trading and reporting
  • New management
  • Culture and trading ethos
  • Hire finance staff for 3 new accounting centres and a ‘lite’ divisional head office
  • Spec and procure accounting systems
  • Establish budgeting, pipeline and cash forecasting processes

Timescale was immediate.

The Outcome

All companies were autonomous within 6 months. We chose to use the existing accounting systems from the subsidiaries each unit had come from and the one in place in the acquisition. This allowed for a swift execution of the reporting requirements and no loss of visibility of the business performance. It also allowed for more rapid focus on upwards reporting to the Group maintaining confidence and clarity on our contribution to the plc performance.

Finance systems were never rationalised to a single platform because the subsequent reporting pack delivered the essential dashboard and time was better spent on running the business rather than replacing perfectly satisfactory core systems.    

Our Latest Posts

What a year that was, here’s to 2017

What a year that was, here’s to 2017

This is not going to be another blog on the momentous events of 2016.  Irrespective of your politics

Pricing – what to be aware of in getting the price right

Pricing – what to be aware of in getting the price right

Many of you may have seen on linkedin the image showing a broken diesel engine from a shop and the

Cyber security – some basics to limit the risk of online attack

Cyber security – some basics to limit the risk of online attack

The backdrop for managing online security is the ever growing inventiveness and success of the

How to survive and thrive in your first 100 days as FD

How to survive and thrive in your first 100 days as FD

In any new role it is important to hit the ground running in the first few months. What should the

Corporate Governance across the EU

Corporate Governance across the EU

Corporate Governance codes should avoid becoming a ‘tick- box’ exercise and encourage a longer term

What role does finance play in supporting change?

What role does finance play in supporting change?

In an ever changing and challenging business environment, staff are increasingly required to adapt

How to judge your finance function

How to judge your finance function

A strong finance function within any business should be able to pass the following 4 key tests. The

What a year that was, here’s to 2017

This is not going to be another blog on the momentous events of 2016.  Irrespective of your politics and global outlook I think we have heard enough analysis for now.

A couple of year's back I read a book by Donald Rumsfeld, a fascination read.  His now infamous quote "There are known knowns.  These are things we know that we know.  There are also known unknowns. That is to say, there are things that we know we don't know.  But there are also unknown unknowns.  There are things we don't know we don't know."  Given the year that is 2016 his last sentence seems to me to be most appropriate as we head in to 2017.

For those of us in business, expecting the unexpected is what we try and allow for.  Yes we have our vision, which shapes our strategy which demands a plan and ends up with a budget.  But how many forecasts can we end up doing during a year as reality kicks in.

So 2016, from a trading perspective, has been uncertain and in some cases difficult.  It has also had many successes.  Some decisions seem to have been on permanent hold and yet trading has continued and if the statistics are correct we have seen some modest growth in GDP.  For retail, a bellwether apparently of how we are all doing, 2016 has been bumpy but October saw the highest lift in retail spend, up 7.4% on the same time last year.  And yet somehow the general sentiment is 'nervous', 'uncertain', 'bumpy road ahead' with plenty to challenge our ability to plan and forecast.

The Autumn statement, with its various incentives to boost confidence, has been met with the usual mixed reviews but those of us in business will probably feel some effort is being made to improve the trading conditions.  We can be in no doubt that the dept burden we carry as a country is not going to ease any time soon.  If anything we have all been primed to expect it to increase.  That's one less unknown.

As we look ahead to 2017 our destiny lies entirely in our own hands.  In a sector I work closely with, retail, digital disruption will continue unabated.  Consumers will continue to shop and the wheels of the economy will continue to turn.  More than ever though we will need to watch out for the 'the unknown unknowns'.  As an Accountant by profession one thing I do know is that I will need to draw even more closely on my ability to plan, monitor and react.  Managing cash, understanding the risks as clearly as possible and being ready to alter course but not overall direction will be more important than ever.

It seems clear that inflation is going to rise, 2.9% is the latest estimate of what it is likely to reach, and all businesses will be under pressure with their wage bills.  Not only will we have to see how increases can be funded in basic pay but also we have the Workforce Pension Scheme requiring increased employer contributions over the coming years.  Plenty to keep us focused.

Irrespective of Brexit, Trump and possibly Farrage, the opportunities will still be there.  We just need to keep our minds open and seize them when they present themselves.

This time next year will be a fascinating reflection!

Pricing – what to be aware of in getting the price right

Many of you may have seen on linkedin the image showing a broken diesel engine from a shop and the story attached to it about price. In brief the engineer who fixed it spent about ten minutes identifying the right place to hit the engine with this hamer but charged $10,000 for the repair. The time cost $40, the knowledge of where to strike the engine $9,960.

Pricing is a complex subject that can appear quite simple. The value that is provided by the produce or service is largely the result of financial and emotional factors specific to the individual and the market. This can often be very different to the vendor's perception. To some the value may seem very reasonable and to others it may seem very hard to justify.

In an ideal world the price should be equal to the value that an individual would be prepared to pay. Individual pricing has hitherto been beyond most organisations and runs the risk of alienating the customer when they find out they have paid a lot more than the next person. The inevitable result is published price lists and 'recommended retail price' or RRP.

However nowadays pricing tools and data analytics are providing businesses with the ability to have much more sophisticated price models that build in premiums for convenience, spikes in demand and will trigger discounts to avoid over stocking for example. Pretty much every eventuality can now be factored in to optimise profit. Retailers and airlines are just two examples where this 'time of day' pricing is now the norm.

Whilst price might be very volatile a business should be able to estimate the cost of delivery accurately. The difference between the two is the all important profit that the business can expect to make and which it must seek to optimise on each sale. Managing the profit is inextricably tied up with managing the price. In the services world where it is people's time and intellectual property that is being sold keeping control of the 'creep' on projects is also vital. In the manufacturing world controlling production quality, maximising capacity and avoiding wastage is vital.

What is 'creep'? Creep occurs where the detail of what is to be delivered changes as a project progresses. Most contractual arrangements provide for change control that will identify when something alters from the originally agreed schedule of work and an additional charge can and should be made. Failure to charge for any changes directly hits the profit and devalues the price for the service.

Some headline points to consider in establishing the price for a product or service.

  • Know your costs and have a clear cost model for each of your products and services.
  • Understand your competitors pricing in the marketplace and know how your price can be justified (or not !!).
  • Use your cost structure to enable you to apply your ideal mark up.
  • Be able to calculate your margin on each product line or line of business.
  • Take account of dynamic pricing  opportunities such as time of day and desired stock turnover.
  • Allow your pricing to reflect value based factors such as brand value, fashion, seasonality.

For many businesses there is the benefit of history and experience to draw on. Increasing disruption in markets today, including the digital disruption such as online comparison sites and e procurement, means that sometimes the history is of little use and you will need to rely on specific tactics to suit the current circumstances and immediate opportunities. Aiming high and leaving room to manoeuvre is important but also knowing when to stop discounting is also a key judgement. Business at any price is not usually business worth having unless you have a really sound reason for investing in a customer.

Setting your guiding principles for pricing will be unique to your business. Identifying what differentiates you from the competition and reflecting that in your pricing and ultimately your profitability is a process that never stops. As certain as we are that night follows day so to is the job of managing price one of life's inescapable tasks in striving for business success.

Cyber security – some basics to limit the risk of online attack

The backdrop for managing online security is the ever growing inventiveness and success of the criminal world invading the corporate data world. 74% of businesses reported a security breach in 2015.

In many companies time to manage the IT infrastructure, let alone the specific aspects of cyber security, is under constant pressure. As a result there is a risk that managing this area slips down the priority list. The following steps form a simple, but not exhaustive, checklist that should ideally reviewed for compliance every quarter.

  • Make sure the Board owns the responsibility for Cyber security. Someone should have the responsibility for keeping a view of all the risks and how they can be mitigated. Included in this is knowing which systems and data are critical to the continuity of the business and therefore properly protected.
  • Management and staff awareness. Everyone in the business should be aware why security matters and what their individual responsibility is to ensure the business is safeguarded as well as possible. A clear cyber security policy included in the staff handbook and appropriately addressed in contracts of employment. The risks are not only just technical but also as simple as trying to dupe and trick staff in to divulging key information.
  • Manage and control staff access to devices and content. Very few people need access to all areas of the IT systems and data. Keep individual access to a minimum without compromising work performance. Additional access can always be added as necessary on a temporary or permanent basis. Reviewing areas of access and user names and passwords regularly will help prevent unnecessary access creeping through the organisation.
  • Install software updates regularly. Operating systems and software applications are regularly updated. When patches are issued to fix bugs this can often be to close a gap in the security capability. These are often updated automatically but often devices can be left without an update, especially portable devices. Routine checking should be done on every device.
  •  Protect against viruses. Individual device and network protection with specific malware detection software is a prerequisite. As with other business applications these need to be kept up to date with the latest releases which aim to pick up the new threats.  Protection from outside threats by a firewall that controls access to your network will compliment individual machine protection.
  • Consider security beyond the office. Team members working away from the office, moving between offices and accessing data remotely in the cloud are all examples of how the risks extend beyond the immediate office environment. Access to sensitive data through encrypted areas and using two factor authentication can all help mitigate risk.
  • Plan for the worst Having a disaster recovery plan is essential for all aspects of the business and none more so than in the area of data security. Clear lines of responsibility and decision making in a security breach is critical as is knowing who and how to access essential specialist resources. Some areas of the business will be identifies as being more critical than others. These should be clearly documented and the response proportionate to the level of breach.
  • Don’t forget peripherals As well as the core devices in daily use, external hard drives, USB sticks and DVD drives can all pose a risk to the security of the IT systems and data. Clear guidance and policy regarding the use of such items both in and away from office locations and in terms of the data on these devices should be in place.
  • Penetration testing and records Tools and services are available that can attempt to breach your systems and data in a controlled and safe way. Penetration testing can add a layer of independent validation to the level of security or vulnerability to your organisation. Good record keeping of users, software updates, layers of access can all help in the event of a breach and narrowing down the areas of exposure.

Authors note: this article is not intended as a comprehensive and exhaustive guide and each organisation must review its own individual circumstances and decide what is suitable. No guarantee of security is given in providing this guidance.

Some useful links:

Information Commissioners Office –

Get safe Online –

How to survive and thrive in your first 100 days as FD

Money_504x309In any new role it is important to hit the ground running in the first few months. What should the priorities be for an FD or CFO?

Forge strong working relationships from the start
Building trust with your team, your stakeholders and your new managers has to start from day one. Of course you can’t meet everyone straight away and depending on the size of your organisation there will be many people you will only encounter on an infrequent basis, if ever. Similarly you won’t get to know or understand every system and neither should you need to.

Identify and harness key skills within the team
When meeting your team you need to know pretty quickly what everyone does and who the sector experts are for the various disciplines under your control.

Pin-point problem areas and agree a road-map of reform
Once you know what everyone does it is important to then get a clear grasp of how they serve their customers and stakeholders. This insight comes from the functions that finance have to work with, which is pretty much every part of the business, as much as it comes from your team. Building this picture at an early stage will help identify how cohesive the whole organisation is around the stated strategic objectives. Areas of disconnect should be prioritised and a plan of action formed to close any gaps.

Set clear strategic direction for effective transformation
There will always be things you want to change. Some will become apparent very quickly, some may have been alerted to you before you started and often you will quickly receive the benefit of many views on what could or should be done differently. Use the clarity of the corporate strategic objectives to filter the changes you may need to make and work out a plan for change.

Seal an early deal
This first business quarter should have a quick win that will show you and your team are on top of their jobs. This will help build trust and make it easier to create a stepping stone to help the business achieve success.

Get to grips with the numbers
Around all the introductions and getting to know the business the underlying state of the business must be grasped. Understand the cash, the profitability and the risks and how they are mitigated. Make sure you know the state of the balance sheet and that there are no lurking ‘time bombs’. You will have gathered a lot of information in your due diligence in advance of day one but now is your opportunity to get under the bonnet and establish a clear position. This will also help build trust and confidence and provide a solid knowledge base from which to contribute.

Analyse performance regularly and adapt strategy when necessary
Finally allow time for reflection and review and be prepared to adjust your plans and focus.

Corporate Governance across the EU

Corporate Governance codes should avoid becoming a ‘tick- box’ exercise and encourage a longer term view of business performance. A recent new report launched at the European Commission in Brussels, ‘Corporate governance, compliance and monitoring systems across the EU’ reviews how the ‘comply or explain’ principle is being applied across the EU and the potential for the code to drive further improvements in corporate governance.
‘Comply or explain’ can contribute to sustainable success if three conditions are fulfilled:
1. Boards should be willing to depart from a particular part of their code, where necessary, rather than taking the easy route and complying rather than explaining. Larger listed companies in particular alas seem to be under pressure to comply rather than risk the annoyance of their investors, and particularly the proxy agencies, by departing from a particular code provision.

2. National codes must be focused on encouraging businesses to achieve long-term sustainable success rather than being rule-based in a way which permits compliance whilst adopting a short-term profit maximisation approach.

3. Thirdly and most importantly, boards and the investors in their business must be committed to the benefits of striving for sustainable success. It is by no means an easy route: it needs the right ‘tone at the top’ and for business leaders to stick to it even when there are short term challenges. A compelling and lasting purpose and a long-term strategy linked to comprehensive risk assessments should drive decision-making in the business.

The issue of the use of explanations is covered in depth. The authors of the report believe that a well-respected monitoring regime would lead to better acceptance of ‘explanations’ and that the company secretary could have an important part to play. As part of their role in managing relationships with investors, company secretaries could encourage shareholders to understand explanations and be comfortable with them.

Higher quality, more standardised explanations would also help investors to accept the value of deviating from the code where appropriate. While the decision to comply or explain must be left with the individual company, and the code is a matter for each country, the quality of explanations could become more standardised and actively monitored, with benefits.

What role does finance play in supporting change?

In an ever changing and challenging business environment, staff are increasingly required to adapt and change their duties within their basic responsibilities and sometimes take on different duties.

Finance teams are always exposed to changes in every part of the business. They are a vital business function that works across the whole business. Gone are the days when accounting was just about keeping the books and reporting the result. Nowadays they are playing a pivotal role in supporting change within enterprises and being catalysts for change.

In approaching any change management focusing on the specifics of each part of the business and the individuals in it has longer term benefits than a one size fits all approach.

Efficient Change Management

It is essential that change is managed effectively. Failure to do so can impact upon day to day trading performance and increase exposure to unforeseen risks whilst attention is focused inwards on change. Engaging the finance function from the outset and keeping them involved in the process is imperative at the same time as enhancing their skills as necessary so they too can change in line with the business objectives.

The Executive and Finance working together

Finance can often be the catalyst and instigator of change. But ultimately change must be owned by the executive team. The executive team must define the vision, set the objectives and communicate the plan to all parts of the business. Finance, with its connection to all parts of the business, should be a central conduit through which change is managed and monitored.

Monitoring the progress of change is a vital component and retaining the flexibility to tune and adjust plans is a necessary feature of changing in today’s environment. No matter how well planned a business may think it is there are always factors outside of its control that it must be able to react to.

Fostering strong links with finance across the executive and all the different functions so that finance is part of the business and not a discipline on its own will help change become a smooth and complimentary set of tasks and not a disruptive distraction.

How to judge your finance function

A strong finance function within any business should be able to pass the following 4 key tests. The finance function should be more a leader in the performance of a business rather than a passive scorecard after the event.

Test 1.

The finance function should instill confidence in the ability of the business to forecast and plan.
Forward visibility on business performance and cash management are 2 key criteria here. Decision making should be informed and proactive in what is an unpredictable trading environment.

Test 2.

There should be solid working relationship with all stakeholders. Finance cannot work in isolation of the rest of the business. There should be active and regular involvement with all parts of the business and not just monthly management account reviews. Do the finance team understand the business drivers and does the business understand how finance can support all the business objectives?

Test 3.
Finance should be engaged in all the financial and commercial aspects of existing and future contracts.

This is often not the case and finance can be the last area to learn what contractual arrangements have been entered in to. The quality of all deals must meet the business requirements and be well controlled and regularly reviewed.

Test 4.
Establish and align the Board to a single medium term strategic plan.

This is the foundation for a detailed business plan and will help provide the focus of activity to achieve growth.

There is always potential here for some contention with different expectations and different shareholder objectives.

A proactive and confident finance function should be well placed to maintain a consensus, report on performance objectively and keep the Board and shareholders aligned.

Score your business and see where opportunity for improvement might exist.

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