03of 07Scope of Work
Fifteen areas of work.
Yours will use a handful.
Every engagement is assembled, not bought off a shelf. Below is the full range the seat covers, grouped into the four disciplines it draws on.
- Disciplines
- Four
- Areas of work
- Fifteen
- Typical retained scope
- Five to seven of them
- Scope agreed
- In writing, before work begins
How scope is set
No company needs all fifteen, and any practice that says otherwise is selling hours. The first conversation establishes which two or three of these are load-bearing right now — usually cash visibility, margin, or a reporting pack nobody trusts — and the engagement is built around those, with the rest available when the company reaches them.
Discipline 01
Strategy & Planning
The forward view. Where the company is going, what that path costs, and what has to be true for it to hold.
- 01
Financial Strategy & Advisory
Your objectives translated into a financial plan with numbers attached — what has to happen, in what order, and what it takes to fund it.
- 02
Budgeting & Annual Operating Plan
An operating plan the leadership team can actually run against, rebuilt as a rolling budget so it stays useful past the first quarter.
- 03
Scenario Modeling
Base, upside, and downside cases built on the same engine, so a decision can be pressure-tested before it is made rather than defended after.
- 04
Growth & Scaling Plans
The financial frame around hiring, a new location, or a new revenue line — capacity, timing, funding, and the point at which it pays for itself.
Discipline 02
Cash & Capital
The constraint that ends companies. Cash gets a forecast, a floor, and an owner.
- 05
Cash Flow Forecasting
A 13-week direct forecast maintained weekly, with the collections, payables, and timing assumptions visible rather than buried.
- 06
Cost Structure & Spend Review
A line-by-line pass through the cost base — what to cut, what to renegotiate, what to leave alone because it is buying growth.
- 07
Capital & Decision Support
Counsel on the decisions that carry real money: debt facilities, raises, acquisitions, partnerships, and the ones worth walking away from.
Discipline 03
Performance & Margin
Where the money is actually made and lost — costed properly, priced properly, and watched.
- 08
Profitability & Margin Work
Revenue streams and cost drivers analysed to true margin, ranked by what changing them is worth, so the effort goes where it pays.
- 09
Pricing Structure
Pricing rebuilt against real delivered cost and the value the client receives — including the increases that have been overdue for years.
- 10
Operational Finance
Finance in the room with operations: capacity, throughput, supply terms, and the cost consequences of how the work actually gets done.
Discipline 04
Reporting & Governance
The record. Accurate, on time, in a form that a lender, a board, or a buyer will accept without argument.
- 11
Reporting & KPI Packs
One monthly pack with the numbers, the variances, and the reading — written so a non-financial owner can act on it in twenty minutes.
- 12
Month-End Close Oversight
A structured close on a published calendar, producing statements you can rely on rather than statements you have to check.
- 13
Cleanup & P&L Standardisation
Misclassified accounts corrected and the chart of accounts rebuilt, so the P&L reads as a description of the business it belongs to.
- 14
Systems, Process & Controls
The finance stack and the workflows around it reviewed — approval limits, segregation of duties, and the controls a growing company outgrows quietly.
- 15
Board & Lender Reporting
Board packages, covenant reporting, and investor updates prepared to the standard those audiences expect, with the questions anticipated.
Boundaries
What this seat
does not do.
- Tax preparation, filings, and compliance opinions — those stay with your CPA, and the two roles work better kept separate.
- Day-to-day bookkeeping and transaction entry. If the records need work, the seat fixes the structure and oversees whoever keeps them.
- Audit and attestation. Books can be made diligence-ready here; the opinion itself has to come from an independent firm.
Next step
Thirty minutes,
and a straight answer.
Bring one question you cannot currently answer from your own reporting. If a fractional CFO is not the right answer, you will hear that on the call — there is no proposal waiting at the end of it.
Request an introduction- Direct
- jordynsfinance@gmail.com
- Telephone
- 469-248-7336
- Reply
- Within one business day
- Elsewhere
- @jordynsfinance