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Explore the 11 leadership roles
CFO / Finance
Capacity to go
on the offence.
Shape performance.
Protect contribution, release working capital and put better choices in front of the business earlier.
5 → 3 Illustrative ambition: five days’ team effort in three. Put the released capacity into better decisions.
Illustrative. Built to adapt.An 80/20 starting point, shaped around your requirements.How we tailor it ↓
Act earlier on cash
Allocate capital better
START FOCUSED. EARN THE RIGHT TO SCALE.
One business unit’s monthly performance review
Start with one team and one workflow. Adapt by region, business unit and system before expanding.
CAPACITY GOES INTOEarlier margin decisions, with reconciled numbers
Who joins · what earns the next step
Core team: FP&A lead + business partner + budget owner. The sponsor agrees the outcome and reviews the decision.
Scale only when: Finance validates full costs, cash timing and capacity actually redeployed. Treasury and IR can follow with their own acceptance criteria.
Connected ownership: Commercial and Operations owners agree the action; Finance tracks the realised benefit.
ONE CONNECTED JOURNEY
Build it. Prove it.
Put it to work.
ADVANCED creates the asset.
ACCELERATE tests the same asset.
FUNCTION decides where to scale.
01TEAMChoose the work
A brief. A baseline. An owner.View brief + sample output
Choose the work
AGREE THE DECISION
Freight costs have risen. Which response protects contribution without unacceptable volume risk?
Approved sales, price, volume and cost exports; agreed assumptions; current decision calendar.
Review and acceptanceFP&A signs off the model; commercial owner accepts the assumptions; CFO approves the decision threshold.
Illustrative sample. Tailor the scope and thresholds before use.WORKING BRIEF
- Decision
- Which response protects contribution with an acceptable volume downside?
- Owner
- FP&A lead + commercial director
- Capacity for
- Margin decision cadence
02ADVANCEDBuild the working asset
A working asset your team can check.View brief + sample output
Build the working asset
MAKE THE THINKING VISIBLE
Which response protects contribution with an acceptable volume downside?
An illustrative 10,000 units at £100, product cost £60 and freight £5 generates £350,000 contribution. Freight at £8 reduces it to £320,000. A £3 price increase restores £350,000 only if volume holds; at 9,700 units, contribution is £339,500. The output is a choice with sensitivities, not just a faster report.
Review and acceptanceFP&A signs off the model; commercial owner accepts the assumptions; CFO approves the decision threshold.
Illustrative sample. Tailor the scope and thresholds before use.DECISION WORKSHEET
Open full advanced brief + sample ↗
| Scenario | Contribution | Assumption |
|---|---|---|
| No action | £320,000 | Freight £8; price £100 |
| Recover price | £350,000 | Price £103; volume unchanged |
| Volume downside | £339,500 | Price £103; volume 9,700 |
03ACCELERATEProve it in real work
Evidence to keep, change or stop.View brief + sample output
Prove it in real work
TEST AGAINST THE BASELINE
Does the new way improve the work?
Run representative work with the agreed reviewer. Count effort, rework, exceptions and upkeep; ask whether the recipient gets a better result.
Review and acceptanceFP&A signs off the model; commercial owner accepts the assumptions; CFO approves the decision threshold.
Illustrative sample. Tailor the scope and thresholds before use.TRIAL SCORECARD
Illustrative effort test37.5 team hours → 22.5 team hours
Quality / effectiveness
Decision-ready before the trading meeting
Actual results: to measure in your trial.
Open full accelerate brief + sample ↗04FUNCTIONChoose where to scale
A 13-week value plan.View brief + sample output
Choose where to scale
COMMIT TO AN OUTCOME
Margin decision cadence
Design the future FP&A, treasury, control and IR service: decision cadence, shared data definitions, accountable reviewers and a 13-week portfolio of experiments.
AccountabilityFP&A lead + commercial director
Illustrative sample. Tailor the scope and thresholds before use.13-WEEK VALUE PLAN
- 1–4Baseline + first experiment
- 5–8Trial + adapt
- 9–13Choose + commit capacity
Choose the sequence →
The CEO and leadership team experience the method themselves. Then choose a first team, prove the work and build trust before scaling. PERSONAL can help align the sponsor.
THE EXECUTIVE TEST
What changes
because of it?
Name the commercial decisions or cash interventions that receive the released hours; record action taken and value realised.
Model capacity, cash ROI + paybackCapacityTeam hours per cycle, including review and upkeep
Cash returnRemovable expense, net cash, cash ROI, payback and NPV
EffectivenessContribution £ / margin bps; forecast error; days of decision lead time
QualityMaterial corrections, reconciled figures and traceable claims
Why should I invest if capacity never becomes cash?
Separate removable expense from redeployed capacity. Model full costs and timing, then assign the capacity to a named margin or cash decision. Cash ROI can be negative; the model must show it.
Financial accuracy, source reconciliation and authorised disclosure remain release conditions. A saved hour is not automatically a cash saving.
THE 80/20 APPROACH
A strong starting point.
Shaped around your business.
Keep the useful structure. Adapt the priority, workflow, data, tools and success measures to your requirements.
Your priorityYour dataYour toolsYour measures
80/20 is a design principle, not a fixed scope or a measured ratio. All examples are illustrative; benefits are established through your own trial.Your commitment, our role and the investment
TIP brings: the tailored brief, facilitated build, reusable working structure and trial review. Your team brings: approved inputs, workflow expertise, an accountable owner and time to test in real work. Your organisation retains decision and release authority.
Agree the first stage before committing to the full journey. The proposal sets out fees, participant effort, trial scope and success measures. Include licences, review, upkeep and any integration in the total investment.
TEAM: 3h. ADVANCED: 4h. ACCELERATE: 2 × 4h with a workplace trial. FUNCTION: 8h + synthesis + 4h. The full journey is 27 facilitated hours, plus preparation, trial and follow-through; attendance varies by stage.
Start with approved AI tools and manual exports, with human review and named ownership. IT confirms access and data policy; sensitive or regulated workflows may need additional security, legal or governance review. Integrations, custom applications and unattended operation are separately scoped.
Inputs: effort, frequency, eligible workflows, adoption, removable contractor expense, full costs and rollout timing. Outputs: capacity, cash benefit, ROI and payback. Margin or working-capital upside is a separate, evidenced benefit case.
How your function connects with the rest of the business
ONE CUSTOMER OUTCOME / SHARED ACCOUNTABILITY
Connect the work.
Multiply the value.
An illustrative customer journey: each handoff carries evidence, an owner and a decision.
- Shape the propositionCustomer need + tested promise
- Win the right businessAgreed value + deliverable terms
- Deliver the promiseReliable service + clear handoff
- Grow customer valueAdoption + retention evidence
- Validate and reinvestContribution + capacity choices
Enabled by People and Technology.Shaped with Legal and the Chief Risk Officer.CEO connects the enterprise choices.
START WITH THE WORK THAT MATTERS