CFO & Business Systems

Selling well but no cash: why profit is not the same as cashProfit in the accounts and cash in the bank diverge because of receivables, inventory, investment and loan principal. Includes an example and the actions owners should take
Company money mixed with family money: how to separate the pockets and surviveSeparate company money from family money, see true profit, reduce tax risk and set rules that everyone in the family agrees on
Customer concentration: how badly would the company be hurt if a major customer left?Measure the risk from a major customer in terms of profit and cash, with ways to limit the impact while diversifying the customer base
Sales down 30%: how many months can you last? Runway and stress testHow to calculate runway from usable cash and net cash burn, with a stress test and action triggers
Succession: a plan to hand over the business before the day it is neededPlan succession by separating management, shareholders and money on the day of handover, with calculations for inheritance tax and share purchases
Dead stock: cash frozen in the warehouseUse inventory ageing and NRV to decide how to clear slow-moving stock, with the accounting and tax evidence required
Preparing early to sell the business: work to start before looking for a buyerA 12–36 month plan to prepare a business for sale, the issues buyers examine, and the calculation from headline price to the cash actually receivedExit & Hold
Next-gen finance: preparing heirs to read the numbers and make decisionsA path for training heirs through real work, the financial skills to assess, and a step-by-step ladder for transferring authority
Pricing: cost-plus vs value-basedWhy cost-based pricing erodes profit, and how to set prices from provable value
Reading financial statements through three questions: profit, cash and riskHow owners can read the statements as three stories, compare two years, and know what to ask the accountant
Valuing a company with EV/EBITDA: from EBITDA to share priceHow to adjust normalised EBITDA, deduct debt and debt-like items to reach equity value, and when other methods should be used for real estateExit & Hold
Fast close: closing the books fast enough to support decisionsFind the critical path of the closing process, cut waiting time and speed up monthly statements without lowering quality
Costs rise but prices cannot: how to protect marginConvert costs into THB per unit, calculate the volume you can afford to lose, and use cost pass-through tools
How many numbers must a business owner knowA small set of numbers that answers whether we are growing, whether we can raise funds and where the problems are, with a one-page report example
Passing an audit does not mean good managementWhat the auditor's opinion does and does not tell you, and what additional information owners need to review
Overseas investment: PE, WHT and DTA that owners need to knowA tax framework before investing overseas, from PE and withholding tax through to bringing money back to Thailand correctly
Five questions to test a company's CFO functionFive questions on financial planning, survival, debt, equity and exit, to see whether the company already has a CFO function
IPO or sale to private equity: cash versus paper valueCompares an IPO with private equity in terms of cash, control and SET/mai criteria, with examples of the effect on ownersExit & Hold
Internal control in SMEs: trust people, but have a systemA minimum control system for small companies, reducing the time taken to detect losses, and how to control when the team is small
Working capital and cash conversion cycle: money sunk in the businessHow to calculate NWC and CCC, treat negative working capital separately, and find cash that can be released from receivables, inventory and payables
The owner signs everything: start delegating authority from real dataCount the approvals actually made to give the owner time back, choose limits, and shift from signing first to reviewing afterwards
Margin erosion: who is stealing profit bit by bitBreak down the causes of falling margin with a margin bridge covering costs, discounts and product mix, with ways to prevent it
Board pack: organising documents so directors can make decisionsA board pack structure that starts from the decision, separates variances and states proposals clearly
Signs of a seriously ill business: read the early warnings before the cash runs outSix signals to watch before cash runs out, with a four-quarter example and how to decide when signals overlap
Audit adjustments and management letters: read them and fix the root causeRead the types of deficiency, prioritise fixes and test the effect of adjusting entries on Covenants
Growth trap: why the more you grow, the less cash you haveGrowth needs working cash before profit comes in. How to find the growth rate your own funds can support, and the options when cash is short
Being sued: fight the case or settle, from a financial perspectiveThe first steps after receiving a summons, comparing the options with numbers, and the finance work to do alongside your lawyer
Recession playbook: set triggers before the day they are neededDesign a four-level recession plan with triggers, decision-makers and the effect on runway
CAPEX post-audit: did the investment deliver what was approved?Review investment results after the fact, breaking down the NPV that went missing by investment amount, timing and benefits
What is a fractional CFO: when to use one and when not toA neutral explanation of the role, suitability, limitations and the matters to agree before starting work
Frequent forecast errors: measure bias and MAPE before adjusting the numbersMeasure forecast accuracy, separate bias from volatility, and build credibility with banks and directors