Your client probably has good people and good systems. What's missing is the financial structure that lets them get full value from both. When a client reaches that inflection point, we build what's needed — without replacing what you already do.
The best referrals happen before the finance function becomes the bottleneck — not after. If any of these sound familiar, it's probably the right moment.
Management no longer trusts its own numbers. Reporting has fallen behind, errors have accumulated, or leadership has stopped relying on the financials to make decisions.
The company is preparing for financing or a transaction. The legal work may be ready, but the financial reporting, normalized statements, or management package aren't.
Growth has outpaced the finance function. Revenue is up, headcount is growing, but reporting, forecasting, and cash flow visibility haven't kept pace.
Decisions are being made without reliable forecasts. The owner is operating on instinct because the financial information they need isn't there — or isn't trusted.
The SR&ED claim needs a cleaner financial foundation. Eligible costs are real, but the cost tracking, payroll allocation, and financial schedules aren't structured for a clean claim.
The owner needs CFO-level thinking without hiring a CFO. The business is past the startup stage but not yet at the scale where a full-time finance leader makes sense.
You keep your client. We strengthen their finance function.
A successful referral reflects on both of us. Here's how we make sure it does.
Forecasting, reporting design, CFO advisory, finance process — that's our lane. We don't do bookkeeping or tax filing, and we don't compete with the accountant already in the room.
Once introduced, we stay within the scope of the referral. We're not looking to expand the relationship beyond what was referred, and we'll always flag anything that falls outside our lane.
You'll know what we're working on and what we find. If the engagement touches anything in your domain, we loop you in rather than working around you. The relationship stays yours.
If your client isn't ready for ongoing support, the Finance Diagnostic is a natural entry point — a structured written assessment with a clear fee and no further obligation. It gives them a roadmap, and gives you a better-informed client.
You introduce the client — or connect us directly. I have a 30-minute call with them to understand the situation. No pitch, no slide deck. Just an honest conversation about whether there's a fit.
Before anything is proposed, we take time to understand where the business actually is — financially and operationally. This often begins with a Finance Diagnostic: a structured written assessment with a clear fee and no further commitment required.
If ongoing support makes sense, we build a formal scope together — specific deliverables and a fixed monthly fee. Tailored to the situation. No surprises.
Month-to-month support with 30 days notice. The client gets CFO-level thinking. You keep the relationship. Everyone knows where the boundaries are.
One of my first FSF engagements came through a CFO I'd worked with previously. He introduced me to another company within his corporate network because he trusted how I approached the work. That's the kind of professional relationship I hope to build with every referral partner.
A short conversation is enough to figure out whether there's a fit — no pitch, no obligation, just an honest read on whether this makes sense for them.
Talk to Guy