Where It Usually Starts
Most engagements begin with one of these sentences. Each has a financial cause that can be measured, and a route out that can be costed.
Reported profit and available cash have separated. The cause is usually in the collection cycle, the inventory, or a recognition treatment — and all three are measurable.
Revenue is rising, but reporting, approvals and cash planning have not kept pace. Growth has started creating the risk instead of reducing it.
The file is not answering the questions a credit committee is required to ask. Usually the figures are sound and the presentation is not.
Margin is eroding across every line rather than in one place, which means the cost structure has never been tested against the revenue it supports.
Two shareholders reading the same statements and reaching opposite conclusions is a reporting problem before it is a relationship one.
Accumulated losses, a covenant, a supplier limit. The date on which it forces a decision can be calculated, and there is usually more time than the owner thinks — but not much.
Who We Are
We work for owners, boards, banks and investors who need a position stated accurately rather than favourably. Every figure is recomputed from source, every tax and legal position is checked against the issuing authority, and anything we cannot verify is flagged rather than smoothed over. Then we tell you what to do about it.
No rate, threshold, deadline or legal citation appears in a deliverable until it has been confirmed against the authority that issued it.
Ratios, valuations and tax positions are calculated from source line items. Nothing is estimated, and nothing is recalled from memory.
Every figure carries the line items it was built from, so any reader can follow the arithmetic back to the statement it came from.
Missing inputs, unreconciled breaks and items requiring a licensed sign-off are named in the body of the report, not buried in a footnote.
Defined Engagements
A structured diagnostic across eight domains of the business — cash, liquidity, revenue, profitability, working capital, structure, controls and strategy — with the findings ranked and costed.
Learn MoreMargin rebuilt line by line: where cost is leaking, which revenue actually earns, and what to change in what order.
Learn MoreThe file a credit committee or an investor will approve — facility rationale, covenant headroom, DSCR and the full document set, prepared before you apply.
Learn MoreA risk-based review of who can authorise what, where the process breaks, and which exposures survive the controls you have.
Learn MoreA senior finance function without the hire — monthly close, cash and covenant management, board and lender packs, and a hand on the numbers in between.
Learn MoreFor companies near a statutory or covenant threshold: how long the balance sheet allows, what stabilises the cash, and the restructured plan lenders will accept.
Learn MoreContinuing Support
Corporate income tax, VAT, salary tax, withholding, stamp duty, real-estate tax and customs — computed against the position currently in force.
Learn MoreFinancial statements under Egyptian Accounting Standards, bookkeeping oversight, audit support and reporting quality review.
Learn MoreAsset appraisal, feasibility studies and return analysis, with the method stated and the assumptions kept explicit and reversible.
Learn MoreStructured training for finance teams, pitched at the audience and built on your own reporting rather than a generic syllabus.
Learn MoreHow We Work
We test the data before we analyse it — does the balance sheet balance, do the statements articulate, is the classification consistent across periods. Breaks are flagged, not smoothed.
Every ratio, valuation and tax position is calculated from your own line items, with the workings left visible so the arithmetic can be traced.
You receive prioritised actions with the trade-offs stated, and a closing list of anything still needing verification or a licensed signature.
Where the mandate calls for it we stay through execution — alongside your finance team, holding the milestones, reporting against the plan rather than handing it over at the door.