Cash runway8.4 mo
EBITDA variance−3.2%
Forecast confidenceHigh
Executive KPI dashboard
Connects performance, liquidity and forecast confidence so management can see where attention is required—not merely what changed.
Executive financial intelligence
See the business clearly.Decide with confidence.
Diagnostic capability and executive advisory for CEOs and boards who need to know whether the financial information, systems and organisational capability behind their next decision can be trusted.
Explore the full Executive Compass™ propositionDecision-gradeDesigned around consequential executive choices
Board-levelReporting, governance, risk and challenge
Cross-borderSuitable for multi-entity and distributed organisations
Commercial depthCash, capital, performance, control and resilience
Founding Pilot · Complimentary for 25 qualifying organisations
Free Executive Compass™ Financial Health Check
Your financial reports may be accurate. But can the organisation consistently make defensible financial decisions when conditions change?
Identify potential strengths, hidden dependencies and decision risks across the financial operating environment. Receive an immediate indicative profile, executive questions to investigate and consideration for a complimentary 30-minute interpretation call.
The real problem
The issue is rarely a lack of financial data.
It is the inability to know which information can be trusted, which risks matter now, and whether the finance function is strong enough for the decisions the business needs to make.
- 01Reports describe the past but do not expose the decision ahead.
- 02Critical processes depend on individuals rather than institutional capability.
- 03Boards receive information without a disciplined view of reliability or risk.
- 04Growth decisions move faster than cash, control and finance capability can support.
Executive Compass™
A disciplined view of financial capability.
Executive Compass™ reveals whether finance is strong enough for the decisions the business needs to make—and where weak information, risk or organisational constraints are reducing confidence.
Capability
Understand the system
What the organisation can reliably do today across the seven domains.
Seven diagnostic domains
- Liquidity & Cash Management
- Financial Performance Management
- Capital & Financial Resilience
- Finance Operations & Information
- Governance & Control
- Strategic Finance
- Organisational Capability
Not another checklist.
Evidence is interpreted in context. The system distinguishes what exists on paper from what the organisation can rely on in practice.
See the research disciplineFlagship engagement
Financial Capability Assessment
A board-ready diagnosis of whether the finance function can produce reliable information, support executive decisions, manage risk, allocate capital and sustain value creation.
Executive assessmentOverall capability profile and decision implications
Seven-domain viewStrengths, risks, dependencies and evidence gaps
Immediate prioritiesCritical actions for the next 30 days
Decision blueprint90-day roadmap and board recommendations
Executive Compass™
Financial Capability AssessmentIllustrative report · v1.0
Financial Capability AssessmentIllustrative report · v1.0
Decision-capable, with constraints
Core reporting and liquidity visibility support current decisions. Resilience, governance consistency and organisational depth require attention before accelerated growth.
From diagnosis to execution
Clarity becomes useful when it changes the next decision.
The engagement path is deliberately simple: assess what can be relied on, interpret what it means, prioritise what matters, and support execution where required.
Assess
Build an evidence-based view of financial capability, risk, confidence and maturity.
Interpret
Translate scores and evidence into consequences for leadership, the board and the decision at hand.
Prioritise
Separate gating issues from improvement opportunities and define the 30-day and 90-day agenda.
Execute
Provide executive finance leadership, board support or transformation capacity where implementation needs reinforcement.
Evidence of the work
Information designed for decisions.
Illustrative outputs from a fictional finance environment show the standard: clear, decision-led and explicit about what requires attention.
- Capability68
- RiskModerate
- Confidence64
- Maturity3.1
Financial health scorecard
Condenses evidence into a decision profile with clear priorities and limitations.
Board decision pack
Separates material decisions, assumptions and risks from routine reporting volume.
Advisory after diagnosis
Capability to act when the picture becomes clear.
The assessment is a starting point. Advisory support is shaped around the decision, the capability gap and the organisation’s ability to execute.
01
Executive Finance Leadership
Experienced financial leadership during growth, transition, complexity or a temporary capacity gap—including fractional CFO support where appropriate.
Explore leadership support02
Board & Decision Advisory
Sharper decision framing, board reporting, governance, risk visibility and capital discipline for consequential choices.
Explore board support03
Finance Transformation & Decision Systems
Reporting, cash, forecasting, control and performance systems designed around how the business actually makes decisions.
Explore transformation supportPowered by Project ATLAS
The research engine behind the instrument.
Project ATLAS develops, tests and refines the evidence architecture, assessment logic and scoring discipline behind Executive Compass™.
Its governing principle is bounded explanation: a credible instrument must be precise about what it assesses, explicit about what lies outside it, and willing to change when evidence does not support the current model.
Enter the research layerExecutive Insights
Thinking for people responsible for the decision.
Practical perspectives on financial capability, governance, institutional knowledge, cash and the quality of executive decisions.
What boards should expect from their CFO
The CFO’s value is not the volume of reporting produced, but the quality of judgement the organisation can support.
Read the perspectiveThe asset that disappears without a journal entry
When critical knowledge lives only in people, the balance sheet understates both capability and risk.
Read the perspectiveWhy cash-flow visibility matters more than profit
Profit can explain performance. Cash visibility determines whether management still has room to choose.
Read the perspectiveA clearer starting point
Your next decision deserves a clearer financial picture.
A confidential initial conversation can establish whether an assessment or advisory engagement is relevant—and where the immediate decision pressure sits.