How Fractional CFOs Turn £3M into £20M Wins

Speaker A: M if you are, uh, somebody thinking about hiring a fractional CFO and you're considering a nexus in the next 12 to 24 months. The first story I talked about where they were going to market, the offer was between 3 to 6. The CFO came in, repositioned them, validated all the reporting structures for the last few years. Then nine months they went out on the market and they got sold it for 20 million.

Speaker B: Welcome back to the new F Word podcast where we talk finances in business. I'm your host, Colin Hewitt, founder and CEO at Float. We're so glad to be back for season three and this season we've got some great guests that are going to bring a ton of value. We'll be diving further into how fractional CFOs add value, what financial clarity actually looks like, and what systems and apps are leading the way. New guests, sharper conversations. Let's get into it. All right. It's great to have Peter Turner, the CEO of uh, Connection CFO with us today. Peter, great to have. How are you doing?

Speaker A: Very, very well, thanks.

Speaker B: And you're based in London?

Speaker A: Yeah, I am. I'm based in London full time.

Speaker B: Brilliant. Let's get straight into it. I know you have recently started Connection and you're part of a much larger organization and sort of saw a gap in the market. It'd be great to hear about what you saw and what you're doing differently.

Speaker A: I've been involved in the industry for approximately 17 years. I'm a qualified accountant. I've been a CFO myself. I don't normally do fee based work, but I have got one client which is where I met today and we'll talk a little bit about that later on. I've placed CFOs in over 700 plus scaling businesses over the time. So I've got a reasonable degree of experience. But I see as the industry is evolving there are some what I feel are gaps in the marketplace. Most agencies talk about the quality of the CFOs that got in the top 1% of the market. But the reality is the market, the really top CFOs, they don't need an agency to find work. I saw that as a gap. And how can I find those types of CFOs and actually provide a remuneration structure that means that they'll come and work for us so that we can put them into our client base. So that's one of the. The second gap is a lot of agencies talk about how their people engage and collaborate together. Um, reality is they generally don't because there's no incentive for them. And again, our equity and uh, our remuneration structure ensures that all of our CFOs really do collaborate. The final piece really is just identifying what is a real differentiator between the CFOs at the very top end and all the others. And I'm quite lucky in that I have met a lot of what I would classify as world class CFOs. I was actually interviewing one on Sunday and I always ask them the same question. And the question I say is, what differentiates you between everybody else? And they all say strangely, exactly the same thing. And that's one of the key differentiators is what really is a world class CFO and what really does, what are the outputs and outcomes that they deliver really?

Speaker B: So what's the thing that they say?

Speaker A: So they all say it's the ability to tell the story around the numbers. A lot of businesses bring on board a CFO today because they generally have problems with their numbers. But actually it's just a story that's behind those numbers. And give you an example, one of the CFOs went into business, they were trying to sell, they're looking, getting at probably an exit price of between 3 to 6 million. The owners weren't comfortable with that price, so he spent a few months with them. He then re engineered what he thought were the KPIs, created the story, then they went through the financials for the last three years and restructured how they did all the reporting. So then back out to market, they got offered uh, 15 million, uh, nine months later. And there was just really the ability to understand the story, understand the data, and then how you reposition the business for that. And that probably takes you out into a different market in terms of potential buyers.

Speaker B: It's so interesting because obviously I would always say in our business you have to go through that where you've hired somebody and they haven't been quite right in order to uh, know what you're looking for in your next hire. So business is often a journey where sometimes you get lucky and you hire great people and they grow with the company. But most of the time you're hiring somebody and then you're realizing like, oh, that I can see the limitations and now we need to hire somebody who can do this differently or, or improve and you're out there. But most people probably don't get to hire that many CFOs in their lifetime. So they're either sitting with the same person that they maybe Hired and I don't know what they don't know and like say maybe hundreds and have that experience. So you know what you're looking for. I think that to really unique position for you to, for you to be in. So yeah, I mean what do you look for other than people who can tell a good story, like when you're thinking about bringing somebody on.

Speaker A: For me, the real critical is that they had transactional experience. Transactional experience around whether it's M and A, fundraising, exits, internationalization, maybe even IPOs, they have to have that transactional experience. Not just once, but four times, five times. Now I've got one person who's done over 20 plus exits. They've worn the yellow jersey. The difficult part with that though for some businesses is that they want a CFO to be their numbers person and they're a transactional person. And a lot of these people, that very CFOs at the very top end, they've said to you, I'm not a CFO anymore. And you ask them the question why? And they'll say, you know, more strategic, more commercial and then they'll start talking to you about, you know, inside a client. They'll understand the client's market, they'll understand the product, the product innovation. They'll understand because of product innovation, potentially new markets. They understand the pricing structures, what does the business model look like, what does our team have to look like and as a result of it, then they'll understand the business modeling. Whereas a lot of CFOs recruiters today, they start with the numbers and slowly build upwards. Reality is usually starting up here in terms of the vision, the mission, et cetera. So now the people that really, that

Speaker B: I'm looking forward, I guess it's a hard, you know, one of the things that as a founder, uh, like when I work with a coach, it's like staying in the vision level sometimes puts you into that uncomfortable place of going like, I'm not sure how we're going to get there. We've got a vision, but the mind kind of comes in and so, well, how on earth are you going to get there? Like the practicality and that's the challenge, isn't it? And the CFOs got to bridge that gap in a way between a vision of what's possible and a reality that they can just show on paper.

Speaker A: Yeah, yeah. Uh, interesting enough is I think it's often about bringing the business back to its basics. So where we're doing a, ah, where I'm doing a CFO role at the moment, they were probably overstaffed. And that puts a lot of pressure on you as a business founder, doesn't it? So we've reduced the staff levels by half. Ironically, it's meant that the business has become more focused on a, its existing clients and new potential clients. And the uplift, I think within a year, at about 2.6 million in revenues next year I can easily see a stance, ah, five to seven million.

Speaker B: And um, you know, obviously other CFO firms are going to say, well, we only have the best CFOs too. So what else is different about the model that you guys are building?

Speaker A: The reality is, and I don't think there's an agency out there that can say that they have the very top, because the very top people, they're running all the time by vcs, pes, houses, et cetera. So, and I'm quite open about our business model is we pay out our team between 70 to 85% depending whether it's fee based earnings or success based earnings. And of the portion that we keep, we put a third of that into a cash fund. We use that cash fund to invest solely into our client base. And then that fund is actually owned by its own 20% by themselves and 80% by the CFOs. And so the great thing about that is in five years time we might have invested in 20, uh, 30 businesses. And as they exit the CFOs that we have in our team, they all get a portion of that. So it means that A they completely engaged B the collaborative. I was talking to a, ah, large VC firm about four months ago and they were actually saying we decided to stop using fractional CFOs primarily because we didn't get any of the advantages out of collaboration. And we noticed that most of those fractional CFOs, after six months, the engagement just started to die because they'd done the R and D claim that fixed the reporting, etc. But you're the structure that you've got. We totally understand why everybody would be engaged because it's actually in everybody. Every CFO's interest everybody else's clients to be successful because they get the equity upside, because it's shared.

Speaker B: Yes. I've never heard of that before, have you? Is anybody else doing that that you know of or that's so unusual?

Speaker A: Um, no, I don't know why, but one of the things I saw from where I previously is it's almost as though they were capping what the CFOs could earn. And I didn't want that because the end of the day, once you place a CFO inside a client, you know, I always felt as though we had two clients. The CFO was a client and a client is a client. And how can you, if you really want the best, you know, you have to reward them. I think the agency model to some extent restricts the quality of the CFOs that they do. And I'm not saying all CFOs are poor. I'm just saying there is a set at the very top that are just outstanding.

Speaker B: I think it's really interesting, very compelling, both as a potential customer of looking for that and also imagine as a CFO who wants to come and work with you guys because, you know, they're getting to, it's a high bar. And then on top of that they're getting the, the equity share and they're, they're getting that, that sense of buy in which I imagine you don't get in other places.

Speaker A: I'm being honest and, uh, open. I had, I took seven class CFOs out for having a small bite in and a drink. And when I asked them about what type of business model and one of them just said, well, you know, over the years I might have worked for five businesses. One's been successful and the other four haven't. What would be great is if the seven of us all put our equity pots together, uh, and we shared essentially there was them who designed the concept. I just brought it to life.

Speaker B: Really makes sense because again, it's hard for them to know which ones are going to be successful. There's a lot of like the VC model, isn't it? There's one out of ten will, will do well.

Speaker A: Oh, absolutely. Other interesting aspect about people at the very top end is they're seriously well connected. So if you wanted to fundraise or wanted to enact it, or you're looking to move into the States and you're looking for tax efficiencies or where do you base yourself? They've got some very serious context because, you know, they've been developing those contacts over 20, 30 years.

Speaker B: And how many CFOs do you have working with you at the moment?

Speaker A: But 12 at the moment. And my business model isn't about having, um, 500 clients and 300 CFOs. It's very much about having a small team of highly skilled CFOs. And you know, I, I might be restricted by how many clients I can bring on board because it's all about how many of Those top end CFOs I can bring into the mix. That's my core focus, that's my growth limiter, if you could call it that.

Speaker B: And do you bring in other faster controllers or bookkeepers or how, you know, how do you handle that side of things?

Speaker A: That's a really great question because I think you have to because today I think if you're looking at a finance function, it's all about a team. It's not about one person. And these people, they don't want to be doing the month end accounts, management accounts and probably doing the ballpark. They're happy to interpret and tell the story and draw the pictures. They don't necessarily want to be doing it. And reality is you can get somebody for I don't know, 5 to 800 a day is going to be so much uh, faster in terms of, and a much lower cost base in terms of putting give you a report back then using a cfo?

Speaker B: Absolutely. Do you not want to be paying CFO rates for this sort of bookkeeper level operations which are hugely important. This needs to exist for everybody to do their jobs.

Speaker A: And one of the downsides I see developing in the fractional CFO market anyway, I don't know about other C suites, is that some of the CFOs need money. So they'll do anything really. They might do the management accounts, they might do hr, they might do it, they might do legal, they really shouldn't be doing that.

Speaker B: How do you select which businesses you work with and how people come to you and you'll reject some that you don't think are right or uh, how does that work?

Speaker A: The core criteria very much is we only work with ambitious founders and CEOs so you know, you might be pre revenue but you're hyper ambitious, you've raised some money and we look at your business that, you know, what if we are a VC that's investable so we're happy to put somebody into that business. You might be turning over 10 million and it turned over 10 million for the last five years and not really interested in too much growth. You're probably not a client for us. You might have grown from 5 billion to 20 million and looking for an exit period. Again that's the key determination for us is that founders and CEOs uh, ambitious because that drives growth, that drives complexity, drives scale and they understand that scale piece as well, which is great.

Speaker B: And is there like a minimum buy in from the business in terms of number of days or cost? How does that, is it completely flexible? How does it typically work?

Speaker A: The minimum buy in for us is two days a month. It's hard to do a lot more than only one day a month.

Speaker B: And how often do the team get together? Or do you like, is it, do you gather, is it on teams or is it like do you get together in person every so often or is it, how do they, do they connect?

Speaker A: We don't, I mean there's only 12 of us. We know each other and we're all reasonable friends so we don't have any formality around our meetings. It's, it's just not the way they want to operate. It's not like they all going to work in the same place together. So. But we do. I also run a non exec directors club and we had uh, there's about 50 members in that and we have drinks and nibbles and, and all the CFOs come to that. So we do get together every two, two months and as an opportunity for them to mingle potential clients, potential with non execs.

Speaker B: That sounds great. You're in actually today you're saying you're in a client today, stepping in, taking some of the cfo. Is that common for you or is it, is that unusual?

Speaker A: That is unusual for me. Um, as I say I'm a qualified accountant. I've been a CFO. Um, I started my own technology company in 2015 which we sold to Experian in 21. And I don't generally do fee based work. I have put two CFOs into this particular business previously and the founder uh, has very uh, strong adhd. And I think the CFO has really struggled with that because the way he thinks he is hyper creative, an absolute genius. Because I have adhd, I'm um, as much an ADHD coach as I am a cfo. I can tell a story in the way that he wants the story to be seen really so, and I think that's so I would point at the start of the year this business was probably close to not being able to survive. But today uh, that's, you know, it's into that thriving mode. So. And we'll probably exit in the next three to five years be my guess. But again for me I just, I've taken everything back to basics. Obviously we do a cash flow, we don't do a P L because he just can't read a P and L. So we do a P and L consolidated cash flow together which some of us cash, some of us P L Ultimately what he's really just entry is what's in his bank account. Really that makes a lot of sense

Speaker B: to me and that that was kind of where I came at fluke from is like looking at trying to find a model and I guess came to the CMI conclusion which is the P and L is interesting but if you can kind of combine do the combination where you've got uh, I guess direct method where you, you know it's almost like a P and L in terms of a lot of things essentially work that way and then you've got cash but you can get right down to the detail of when is that cash coming in. It stops having to be a three way model. You can actually create this sort of nice hybrid which I think for me that works really well too. I suspect there's lots of other people that are like that. Uh, you don't want to have to get into that managing everything uh, in multiple tabs.

Speaker A: What's really interesting is he's really strong on the balance sheet and not a lot of founders who really are strong on balance sheet. They're strong P, L but and then with the balance she gets out of sinking out into messes. It's awful. But. But a good thing is he is really strong on the balance sheet which is quite nice. And, and we really do make sure every cost we're spending is is it delivering something. So we've reduced our cost base by half in the last six months. Brilliant.

Speaker B: In terms of the ADHD side of things, like you say, you're almost coaching people in that through your own experience. What sort of things are you typically bringing? Because I'm sure there's lots of people that are working with so common now that ADHD is like this is from

Speaker A: my perspective as people with adhd we like I call them glitzy things. Upsides and downsize are both glitzy to us. I don't think there's any. It's hard to differentiate between the two. So. So really the key opportunity is to make sure if you're dealing with somebody who does have ADHD as a founder, make sure that they've got their time spent in their upside more so than the downside. Bear in mind that they can go to the downside so quickly and they just don't differentiate the two. So how do you create an environment? For example where I'm working is the environment. Is how do I create environment? Because he is an incredible salesman. So how do I create an environment? So he's out spending more Time with customers out, spending more time looking for new business and creating partnerships, et cetera. And while he doesn't have to worry about his cash and that. So I think that's the important part really and structuring their days. People with ADHD do need structure. So when I first started we had cash flow, probably four, five cash flow meetings a day. Now we have one a week. It was on a Wednesday at 3 o', clock, which I missed today. So Today it's at 4:30, but, but it, it's. Yeah, it's very structured.

Speaker B: So do you find like how are the, what's your general sense of how businesses are doing at the moment? You know, from my experience a lot of people are, you know, really trying to find ways back to profitability if they raise money or a lot of businesses are struggling out there. Like what's your experience in, in terms of the business you're working with?

Speaker A: I think a lot of businesses are struggling and I think if you've raised a lot of debt and you're not a good decision maker and you don't have a reasonably strong C suite team, you're probably in a little bit of trouble right now would be my guess. Decision making slow down considerably. Um, however, on the positive side, if you've got the right people, right decisions makers in the business, I think it's probably a reasonably buoyant market. Actually I read an article on LinkedIn a few weeks back, I don't know if you read it and it said 90% of businesses fail because of bad cash management. But I slightly disagreed with it and I should have written a note because I think 90% of businesses fail, uh, because of bad management and bad decision making. Overall. Cash management is just one part of

Speaker B: it this really excuse or the symptom at the other end. But yeah, it could be it's not the main reason that the business is completely like amazing and then just happens to have per cash management at the other end.

Speaker A: Oh absolutely. And so I think those businesses that aren't good at making decisions, they're the ones that are probably struggling at the moment. You know, they might be thinking that business is going to turn around, things will come back, they're not making cuts in terms of cost savings etc. You know, you do have to look at your. And with AI, everything's getting automatic is in the process being automated. Every business should really should be looking at its business model and saying, you know, what's next and how can we do this? How can we do this better?

Speaker B: Absolutely. You've Obviously worked in a significant amount. Like of businesses, what are you looking for for those ones that when if you were coming into business, like what are the steps that you would sort of look at to just you know, in terms of helping them make good decisions? Like is it the management team? Is it, is it the C suite? Is it like a clear vision? Like what are the kind of things that you would be typically coming in and setting like setting out your stall in.

Speaker A: For me, I. There's always three key things for me that I focus in on and it's what is the market opportunity? Some businesses think they've got the market opportunity, right, but they don't. But so what's the market opportunity? I think then you really always need to look at the product and then the next piece on that is go to market and uh, included in the product is pricing structures, uh, how you doing your pricing, including the go to marketers know how do you take your market? Are there more efficient ways of doing that? So I don't think any cfo, if they don't understand the market opportunity that the product business has undergo to market, you know, they're probably starting in a pretty bad place.

Speaker B: When you say market opportunity, like what break that down for us. Like what do you mean by that?

Speaker A: So for example, if I think about what I do in terms of placing CFO is or what you do in terms of float and how you go to market with that is what are you going to market channels you're going direct, are you going through on a website, are you doing partnerships? Uh, are you doing introduction agreements? How are you generating that ultimate pipeline? You know, it could be Google spend or Facebook spend or whatever it is how you're attracting customers. And then you might. So for example, for me it's all through introduce agreements and partnerships and relationships of VCs and PE houses. But in yours could well be the same and, but slightly different. Whereas an E commerce side is more about marketing spend and they have to be quite tight and cost of acquisition, etc. But then, and at the same time while you're looking at a market you really need to be looking at are there other markets that we can be talking to too? And you know, market penetration can be through organic growth or could be through acquisitive growth. And if you are doing an acquisition, you know, how are you going to fund that? And have you thought about the integration phase? And um, you know, why don't if you're doing an acquisition as a purely for market penetration or is it product Innovation again, if you understand your market and it's buying product X, but there's an opportunity to set up product Y and you've got another organization sitting over here is a startup selling product Y. Potentially you could acquire that larger market penetration in your existing business. But you've got to be able to think all of those things through.

Speaker B: Really, it's interesting, uh, a lot of it is about go to market marketing strategy and I guess that's not something you typically, you know, you're typically introduced at when you start off at a financial role. Like do you think the CFOs that you're working with have learned that just through hard one experience or how do they typically get into that?

Speaker A: If you're working with ambitious founders, they're going to take you there, they're going to take you there. So, so you learn through that process. When I'm coming to Lighter Maze, I my personal view is a lot of people recruit a CFO today for the problems and issues that they have in their business today. What they really should do is recruit a CFO for the opportunities that they have in the business because the problems are relatively easy to fix. But what they do is they recruit somebody who fix the problems and then they keep that person for probably too long and it slows them down. And really you should always look at, you know, if I'm bringing on board a CFO today, what can they do in terms of helping me around the opportunities within the market, my product, my go to market strategies, my C suite D, my systems, etc. You know, local business versus global business, acquisitive versus organic. That's what they should be thinking about when they recruit a cfo because that person can easily solve all that problems that they have in their business today. I would say to anybody, always think about the opportunities rather than the problems. When you look recruited cfo.

Speaker B: Yes, I think it's interesting. We've just gone through that ourselves. Had a CFO through an agency who was great, like really, really fantastic person and I really like working with him and you know, it was kind of great to catch up and he believed in what we were doing. But I joined uh, another program recently about scaling, like how to be more ambitious. How are we going to get there? And the big thing they were really pushing is do have you got the advisors that are really going to take you there. They're really driving and we realized like we probably need somebody else who's going to push us through, make it more uncomfortable for us because that wasn't there and it could have been that I didn't give that direction. But I just. My sense was that not everybody wants to push and challenge and get that sense of yeah, are we going to get beyond just like where we are right now and really into our next threshold? So yeah, we took on a new CFO recently and um, it's a transition, right. It's a bit messy going back into the messy, sorting out a few things. Things manage like a lot. But actually you know what we're getting out of it from a drive and an ambition point is very different.

Speaker A: If we go and talk a little bit about AI for a second, I think you should use. I think that one of the changes in the market is that businesses, if they're not already should be using chat to identify the finance director or the financial control or the CFO that they need for their business. And you must, and you know, in doing that you should be positioning yourself in five years time. I want to be an international business. This is my market day. But I want to explain. Chad would write that job description for you. You know, write quite a detailed job description for you. It might even say to you that go out and recruit a 35 to 40 year old rather than a 55 year old. I've got three CFOs and 35, 35 and 37. They uh, are just phenomenal. Their experiences that that had Bob is far considerably better than my most probably 50 to 60 year olds. I want to talk. They adjust the fit.

Speaker B: Not to say that age is a uh, limiter though. Right.

Speaker A: So the only. I'm 60, so I don't think about age as a limiter, but it's about relevancy is, is the thing that limits you. So my top CFO, he's 56, he's done 75 acquisitions, 35 exits and raised over a billion dollars. And I would put him into any business tomorrow and he's phenomenal. So, so I'm not saying that age is a uh, is a limiter, but the relevancy is.

Speaker B: If you were, if you were like helping another business and you brought in the cfo, who else would you be looking to make sure that it's not? The CFO can't do it all by themselves. Like what's the other key role or roles that you would really drive? Is it coo? Is it the cmo? Like what, what have you seen? How many typically like people do you need at that sort of top level?

Speaker A: Well, it's a little bit of a tough one because Some of the sector dependent but I would have thought if it's technology there'd be uh CIO or CTO probably would be the next most important thing. It's certainly depending on the. If you're an E comm business and you're doing the shipments yourself, you're probably looking for a CRO pretty quick. You've got to have a revenue officer

Speaker B: and what's their role?

Speaker A: What would you say the role of

Speaker B: the revenue officer is like compared to marketing seals?

Speaker A: Well I think the role of the, the revenue officer really is sales really. They've got the managing that go to market piece. CMO will probably have some contribution in that piece but the, the CRO is ultimately responsible for those, those revenues and partnerships.

Speaker B: And do you have a black book of those people as well? Like is that part of your uh, NXT networking side of things or all

Speaker A: the non execs have to have some. And I didn't set it up delivery like this but when I first started I said that they all have to have some type of domain expertise. There are a couple of generous because I've got one chap who started and sold six businesses so he deserves to be a generalist. But all the others have got some deep divine expertise. Whether it's product or people or innovation. They all have some type of domain expertise.

Speaker B: You know just thinking about wrapping up, you know if there's somebody out there who's skeptical about hiring a uh, a fractional CFO like you know what's the most kind of compelling story or example you can think of to convince them to their missing eye.

Speaker A: The first story where if you uh, somebody thinking about hiring a fractional CFO and you're considering a nexus in the next 12 to 24 months. The first story I talked about where they were going to market, uh, the offer was between three to six. The CFO came in, repositioned them, they dated all the reporting structures for the last few years then nine months and went out on the market and they got sold it for 20 million. I think that's a pretty compelling reason why you'd probably use a fractional. And the great thing about a fractional if you are doing an exit is that that's their core focus. They're not doing the day to day stuff. Their core focus is about maximizing your value. If you were looking for growth and why I would have a fractional versus a uh full time again I think you're looking for those more commercial strategic areas. So what you know if you trading at say I don't know, 500 a day. And next year you can get to 6 million. Next year, 8 minutes. Why aren't you thinking going from 5 to 10 or 5 to 15 or 5 to 20? And I'm going to use my own example. Once when I first came to England a number of years ago, I started with a company returning with 6 million. And my challenge to them is, why can't we grow to 20 million in the next 12 months? And what it does is it just makes you. It forces you to think differently. Because as founders, so often we sit inside our business, think, how do I make this business better? Uh, but you do need to spend time outside of the business and just have some thinking time. And why we didn't hit 20 million, we hit 18 million. But that was a great result. And ultimately, the biggest change we made inside that business is how people thought they. What their roles were inside their business and what they. How they collaborated with each other and how they engaged. That was a secret sauce in that business. But. But I drove it, even though I was a cfo.

Speaker B: That's fantastic. I mean, that's certainly our journey at the moment. We're trying to forex our business in the next 12 months. So it's a huge goal. And, you know, initially I was really scared about even sharing that with the team because it's kind of like, how are we going to do that? Um, and even thinking about sharing it with our cfo, because they're going to go, it's crazy. You're never going to be able to do that. But actually, you know, everybody's rallied around it and, you know, it starts to change the conversations that you have thinking, well, why would we do that? It's not going to really move the needle. You know, this is the opportunity we need to start looking at.

Speaker A: Or I kind of figured out, let's just say I don't know what you turn over. Let's just say it's. And you decided your target's 20. Part and parcel of that is about saying, who do I need to get on board to get myself to 20? And don't stop looking for the right people. Because in the. Ultimately, it still comes down to people and the ability that make decisions for you and help you make decisions and changing those data sets.

Speaker B: No, absolutely. Are you taking on CFOs at the moment as part of the. Are you looking to hire or do you. Are you kind of like you've got your. Your full compliment? How are you thinking about.

Speaker A: We're very sector focused. So we're sector focused in terms of our CFOs. So um, I'm always looking for potential CFOs might have a niche about the skill set because I do think that the roles of CFO will become a lot more niche focus going forward. So we're always looking for outstanding CFOs who have that niche space.

Speaker B: In terms of startups or businesses that are wanting to get in touch, what's the best way for them to um, approach you?

Speaker A: Just make contact with me direct. Ring me on my mobile, which is 078-736-4982. I'm very happy to have a chat and I'll chat with anybody. Uh, I decided to help businesses and that's why I became an accountant. I realized quite quickly that accountants in their pure form don't necessarily help businesses grow. So that's why I became a cfo. Really. I'm very happy to chat to any business.

Speaker B: Fantastic. I think it's a really exciting model and yeah, really, uh, I hope that you guys are really successful and get those CFOs some rewards as well.

Speaker A: I'm more interested in m making sure that our clients are hyper successful really. Uh, and if they are, we're successful, right? Absolutely.

Speaker B: Peter, thanks so much. Really, really good to chat to you.

Speaker A: Colin, my boys, thank you.

Speaker B: Thanks for tuning in to another episode of the new F Word. I hope you enjoyed it. Remember, expert financial advice shouldn't be limited to those with just big budgets. You can access the same level of advice for a fraction of the costs thanks to this fractional revolution. I believe that every growing business needs to know how much a game changer this can be. So if you love the episode, please consider subscribing to the show. It'll help us keep doing what we're passionate about. And feel free to share this episode with others who might find it useful. Finally, we'd love to hear your thoughts. Feel free to connect with us on LinkedIn. See you in the next one.