Running the finance function for a distribution company
A month end that took four weeks, and a board that met before the numbers were ready.
2025
What the owner got.
Working days to close the month
5
Pages in the board pack, from forty
12
Weeks of cash forecast
13
Months to the new rhythm
3
Source: client management accounts, December 2025. Shown with the client’s written permission.
The work
What happened, in order.
2
The situation
The month took nineteen working days to close, so the board always met on numbers that were six weeks old. Cash was managed from the bank balance.
Founder
Distribution
85 people
UK
What we did
A close calendar with named owners, a thirteen week cash forecast, and a board pack cut from forty pages to twelve, with five numbers on the first page.
What made the difference
The board started deciding in the meeting instead of asking for more analysis.
Three months to the new rhythm.
The close calendar and its owners in the first month, the cash forecast across months one and two, and the new board pack in months two and three.
“For the first time, the board meets on last month’s numbers.”
Founder and chief executive, name withheld. Shown with written permission.
Who led it
The partner on this case.
3
Next step
Facing something similar? Speak to the partner who led this.
We reply within one working day, Monday to Friday.
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