FinTech
Cleared regulatory review on first pass
Compliance and Governance Reset for a FinTech
Rebuilt the compliance, secretarial, and reporting stack to meet regulator expectations ahead of a strategic partnership.
Protect Capital
Capital is easier to lose quietly than it is to raise loudly.
Where does capital leak quietly?
Four leaks, and none of them shows on a growth chart. Each one has a service that closes it.
Revenue recorded wrongly
The report to your board says one number and the books say another. An investor’s second meeting finds both.
Messy books mean every decision above them is built on sand. (read where we wrote it)
ControllershipThe checks, the reporting and the approval rules that make a company’s numbers trustworthy.
Compliance handled at year end
Late filings, penalties that keep running, and a public record a lender reads before your numbers.
Late fees run per form, per day and per officer. (read where we wrote it)
Company Secretarial & ComplianceFilings, board minutes and company registers kept up all year as part of running the business, not rushed at year end.
A board report nobody trusts
When the month’s accounts close late, a decision about October gets made in late November, when most of its value has gone.
FP&A OperationsClosing the books, reviewing them, explaining gaps against plan, forecasting and the board report. A team that sits inside yours does it every month.
Controls that exist on paper
The policy says one thing and the payments run another way, until someone checks both.
An unowned leak is a permanent leak. (read where we wrote it)
Internal AuditAn independent check that the controls written on paper are the ones actually running.
Books, controls and reporting
Keep one set of numbers, and make it hold.
Books kept well enough to pass an investor’s checks, not just the filing deadline, with the systems behind them working together.
Can you trust your own numbers?
It shows whether your management reports are good enough to run the company on, and to stand up when someone checks them.
You don’t get a score. You get the weakest layer everything else rests on, and where the work starts. There are five levels, from reactive to institutional.
Compliance, assurance and impact
Treat compliance as part of running the business, not a year-end scramble.
What the company owes a registrar, a regulator and its funders, done on time and done the same way every time.
We check that the controls running are the ones written down. And we report your impact the way foundations, impact funds and development finance require.
CFO services
Bring in a CFO’s judgement before you need a CFO’s salary.
Remote, part-time or outsourced CFO services: a senior finance head’s judgement for the share of time your company needs, without a full-time hire.
Finance helps make the decisions, instead of reporting on them afterwards.
The person who closes the books is not the person who analyses them. (read where we wrote it)
What changed when the numbers could be trusted?
HealthTech
Burn reduced by 35%
Embedded CFO Engagement for a HealthTech Scale-up
Embedded a fractional CFO and finance pod to drive forecasting discipline, board reporting, and capital efficiency.
Manufacturing
240 bps margin expansion
Operational Turnaround for a Manufacturing Scale-up
Implemented financial controls, governance, and an FP&A function that restored margins and prepared the business for global expansion.
Read these before anyone examines the books
20 Sept 2026, 10 min read
The annual compliance map for a private limited company
Most founders know about two filings, the annual return and the financial statements. A private limited company owes many more, and several have nothing to do with the accounts.
20 Sept 2026, 9 min read
Diligence readiness: what we check, and what we find
The business is usually fine and the numbers mostly hold up. What delays a deal is the record of the company: the documents, the filings, the registers, the contracts.
20 Sept 2026, 10 min read
Running a board that investors trust
Before you raise, your board is you and your co-founder. After you raise, it is a group of people with legal duties, a required rhythm and a record someone will eventually read.
21 May 2026, 3 min read
Accounting Is Not Controllership
Most founders, when asked who owns the integrity of their numbers, point to their accountant. This is reasonable. It is also the source of a predictable failure mode.
16 Sept 2026, 16 min read
What is FP&A?
FP&A stands for Financial Planning and Analysis, which is an expansion that explains nothing. The function it names is specific: deciding what the company is going to do with its money, and then holding the company to that decision. What it produces, how it differs from the accounting you already pay for, who does the work, and the honest answer on whether to build it or buy it.
21 May 2026, 3 min read
Why Compliance Is a Capital Issue, Not a Legal One
Most founders treat compliance as paperwork. A filing here. A board resolution there. To an institutional investor, compliance is something entirely different.
What else does the money need?
Running an accelerator or a corporate venture programme? See Strategy Labs.
From Sriram Chidambaram, Founder & Managing Partner
Rendering the same truth differently for different audiences is right. Maintaining different underlying numbers for different audiences is fatal.
Confidence is built into the base, long before anyone asks to see it.
- Where are we weakest right now?
- Does our cap table match the official records?
- Which filings are still pending?