Think of us as your Financial Co-Pilot, taking responsibility for your business numbers and financial challenges, so you can drive your business and make money.
Lianne works with companies to create value Including: Overcoming growth challenges, strategic growth planning and forecasting, managing cash flow to achieve sustainable growth, Finance acquisition to fund growth, systemisation to handle growth, management reporting to ensure growth plans are on track, project and product costing to ensure profitability, feasibility studies to support investment, establish cash flow focussed contracts, mitigating and minimizing growth risk.
Lianne believes strongly in doing the necessary work up front to ensure the profitability of a job or project.
Some important items she has in place before contracting and commencing are:
- A robust well supported financial model, that converts to a project forecasting and financial management tool, ensuring desired results are closely monitored and achieved
- Cash flow considerations in tender and contractual negotiations to minimise working capital requirements
- Risk mitigation and management strategies established to avoid costly errors project/job cost controls to avoid cost overruns and improve profitability
At an offshore construction company where Lianne previously worked all projects were cash flow neutral or positive, and all the projects exceeded bid expectations, with no major variances in forex exposure, insured risk or foreign tax regimes
Lianne has a philosophy of ‘value creation’. Two of her favourite tools for this are ‘sensitivity analysis’ and ‘scenario modelling’, which she uses before deciding on a significant purchase or business path forward. This way the most ideal pathway can be chosen and the risks can be understood upfront and managed along the way.
In assessing options for building a processing plant, she developed a financial model that determined, not only the profitability of the plant, but also ran scenarios to determine the best location and type of processing equipment for the plant. This demonstrated a difference in net present value of the project between $594m and $958m. Profitability was improved and risk reduced.
Discover the Power of an Hour with Lianne Grove
We have an understanding of our business like never before! We now have accurate Key Performance Indicators (KPIs) which means we can make informed business decisions and grow the company profitably at every turn.
Warwick Glendenning, CEO
Power Systems Consultants Group
If you are working frantically in your business, it really doesn’t matter how busy you are – it is crucial to take the time to work on your business to ensure that all the effort is worthwhile. Our CFO On-Call is invaluable in guiding and supporting us around financial hazards.
Lesley, Peter & Joshua Turner, Directors
I can’t speak highly enough of John and CFO On-Call. I would recommend them to any business owner because we don’t know about this stuff. We don’t have the time to do an accounting degree, but we need someone to guide us. I’m now living the dream – running the business remotely! The internet has freed me up to work remotely. Everything is in the cloud now and CFO On-Call plays a big part as my Virtual CFO!
Michael Brewitt, Director
Velocity Electrical, Construction
We now have the useful financial information we need to make informed financial and business decisions at the right time. His input has led to a 27% improvement in profitability.
Greg Jacques, General Manager
My CFO On-Call Michael came in and implemented a range of new systems and reports that we still use today. I now have a P&L which I can read and actually understand! Michael’s great at putting things into layman’s terms and helping us make sense of complex concepts. And his value doesn’t just stop at numbers – due to his commercial background he has also been a great asset to us in terms of recruitment and managing staff.
Jenny March, Owner
Before engaging CFO On-Call, the bank wouldn’t support me, so debtor financing was my only option. CFO On-Call set up our new management reporting and forecasting, and the bank changed their mind. Since then, we have grown total revenue by 17%, increased gross margins from 17% to 37% and improved debtor days by 36%. We’re going from strength to strength!
Peter Deverall, CEO
Safa Glass, Brisbane