What + How
We appoint CFOs, senior finance leaders and deal-literate board members for businesses where finance has become a board-level decision.
Growth, capital, governance and succession all change what finance must deliver.
The role needs to be defined against the business model, capital plan, board dynamic and next-stage risks, not only the job description.
Our work gives founders, CEOs, boards and investors clear decision criteria, structured evidence and candidates tested against the situations they will actually face.
The outcome is not just a hire. It is finance leadership that improves control, strengthens confidence and holds up when scrutiny increases.
Finance must match the next stage.
Lower mid-market sustainable businesses face a familiar shift.
More complexity. More capital questions. More governance expectation. More decisions that need finance at the table.
We help appoint CFOs and finance leaders who build control, strengthen the forward view and improve confidence with boards, lenders and investors.
We also appoint deal-literate Chairs and NEDs who raise oversight without slowing the business down.
Our focus
Finance leadership and deal-led governance.
We are sector-agnostic within sustainable and investor-backed businesses.
The common trigger is rising complexity.
More capital questions. More governance pressure. More dependence on finance judgement. More decisions that need to be explained before capital is committed.
At that point, finance quality becomes a signal of readiness.
Where we specialise:
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CFO and senior finance leadership
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Deal-literate Chairs and NEDs
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Finance succession and bench building
When we are typically engaged
The triggers are predictable. The cost of getting leadership wrong is not.
Growth and capital
New investors, larger facilities and faster scaling increase scrutiny.
We appoint finance leaders who bring control, headroom visibility and credible forecasting before confidence is tested.
Governance uplift
Boards evolve as scrutiny rises.
We appoint deal-literate Chairs and NEDs who improve investor readiness, oversight, challenge and decision quality without adding unnecessary drag.
Succession and continuity
Founder transitions, CFO exits and leadership reshuffles expose continuity risk.
We support succession planning that protects confidence and keeps momentum intact.
Team and capability build
The CFO is rarely one hire.
We help design and build the finance bench around the role, so the organisation is not dependent on one individual for every decision.
Executive search for finance and governance
CFO and deal-literate board appointments for scaling sustainable businesses.
We run retained searches for CFOs, Finance Directors and deal-literate board members, including Chairs and NEDs.
Each search starts with context, not a job description.
We define the role against the business model, capital plan, governance expectations and the decisions the person will need to improve.
We shortlist for judgement, delivery and stakeholder confidence, not just credentials.
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Role design shaped by growth, capital and governance
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Research-led longlists, not recycled networks
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Structured interviews and scenario testing
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Referencing tied to explicit decision criteria
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Partner-led delivery from brief to appointment
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Integration support after the hire is made
Leadership evaluation and assessment
Evidence before the decision is made.
Senior appointments fail for predictable reasons.
Judgement under pressure is misread. Stakeholder handling is weak. Culture fit is assumed. Operating context is misunderstood.
We provide structured assessment that helps boards and leadership teams make decisions they can explain and defend.
Use it during a search, for internal succession, or before a capital, governance or leadership transition.
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CFO and senior finance assessments
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Board and Chair evaluation
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Internal succession and bench readiness
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Leadership risk review before a capital event
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Bias-aware decision frameworks
Advisory at inflection points
Clarity when roles, governance and expectations shift.
Sometimes the appointment question is not yet clear.
A new investor, refinancing, rapid expansion, M&A, succession or exit plan can all change what finance and governance need to deliver.
We help boards and leadership teams clarify the role, decision rights, accountability and appointment route before the market is approached.
The work is discreet, structured and practical. It reduces the risk of hiring against yesterday’s needs when the next stage demands something different.
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CFO succession and finance bench planning
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Governance design and board refresh planning
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Role clarity, decision rights and accountability
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Stakeholder alignment through change
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Scenario planning for capital and scrutiny
Trusted when appointments carry consequence.
Used by founders, boards, investors and advisers when finance leadership affects growth, capital, governance and control.
Partner-led specialist
Senior judgement stays close to the work.
We stay involved from brief to appointment, so the search does not drift into volume, compromise or convenient shortlists.
You get a calmer process, clearer evidence and decisions that can be explained in the boardroom.
Network plus reach
Trusted relationships matter. They are not enough.
We combine live networks with disciplined market mapping, so the search reaches beyond the obvious candidate list.
You get stronger coverage, fewer blind spots and a clearer view of the market before a decision is made.
Research, then judgement
Research widens coverage. Human assessment decides.
We use technology to strengthen market mapping, then test candidates through context, motivation, behaviour and risk.
You get better evidence, sharper judgement and more confidence before the appointment is made.
