Govern · Services
Finance consulting at Fidova connects financial reality to change decisions — testing the business case before approval, designing the finance processes and controls around new systems, and making reporting dependable enough to run the business on. We challenge the cost base, benefit assumptions, and sensitivities that actually decide whether a programme is worth doing, rather than treating finance as a reporting afterthought once the decision is made. Where the client wants the discipline, we define measurable benefit criteria at approval and verify afterwards whether the promised value was realised, reporting honestly where it fell short. This is advisory work, not audit, tax, or statutory accounting, and where you need an auditor, tax adviser, or legal opinion we say so and work alongside them. The connected view matters because the same firm can design the ERP and the controls those numbers depend on.
In short
Fidova's finance consulting brings financial perspective into transformation: business cases, operating model and process design, controls, reporting, and investment decisions. It is advisory work rather than audit, tax, or statutory accounting, and we say plainly where you need one of those instead.
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What we do
Build or challenge the financial case for a programme, including cost base, benefit assumptions, and the sensitivities that decide the answer. We identify which assumptions the case actually turns on and press hardest on those, because that is where an optimistic business case usually breaks. The output tells leadership where the case is robust and where it needs evidence before approval.
Design the record-to-report, procure-to-pay, and order-to-cash processes around how the organisation actually runs, rather than around a system's defaults. We design the process first and let the system serve it, so finance is not reshaped to fit a tool's limitations. The result is a finance function that runs cleanly instead of working around its own systems.
Design controls over transactions, approvals, reconciliations, and period close that are proportionate and evidenced. We place controls where the financial risk genuinely sits rather than spreading them evenly, so close is reliable without being laborious. Each control has an owner and a source of evidence, so it holds up when tested.
Establish reporting that leadership can rely on, with a defined source of truth and a clear definition behind each measure. When the same metric means different things in different reports, decisions are made on noise, so we fix definitions and sources once. Leadership then debates the decision rather than whose number is correct.
Track programme cost and realised benefit after the decision, so claimed value is verified rather than assumed. We set measurable benefit criteria at approval and measure actual cost and benefit against them afterwards. That closes the loop most programmes leave open, and reports the result honestly including where it fell short.
Support finance through system change, including requirements, testing, cutover impact, and post-go-live close. We make sure finance's requirements shape the system rather than being accommodated late, and that the first closes after go-live are planned for. The aim is a finance team that can close the books confidently from the day the new system is live.
Sub-services
Each service below has its own page setting out the work, the deliverables and the questions buyers ask before starting.
Financial advisory provides independent analysis and challenge on the financial decisions that shape the business. It is advisory work: the decision, and the accountability for it, remain with the board.
Corporate finance work addresses capital structure, funding options and the financial architecture of the business. The aim is a structure that can be serviced through a downside, not merely one that looks efficient in the plan.
Financial planning and analysis turns plans into numbers and results into insight leadership can act on. Done well, it is a decision-support function rather than a reporting one.
Financial modelling builds transparent, auditable models for decisions, funding and valuation. A model nobody can fully explain is a liability, however sophisticated it looks.
Budgeting and cost optimisation reduces cost with an understanding of what each cost actually buys, rather than through uniform cuts. The goal is a lower cost base that the business can still operate from, not a saving that reverses within a year.
Business valuation estimates the value of a business or interest using recognised methods with documented assumptions. It is an advisory estimate expressed as a reasoned range, not a statutory certification.
Transaction advisory supports buyers and sellers through the analysis, diligence coordination and execution of a deal. Much of the value, and most of the risk, sits in the mechanics that decide the final price rather than in the headline figure.
M&A advisory supports acquisition and merger strategy, target assessment, valuation and integration planning. The discipline is to decide what to buy and why before deciding what to pay.
Financial due diligence tests the quality of a target's earnings, cash flow, working capital and reported position. It is investigative work scoped to a deal, not an audit, and it offers no audit opinion.
Investment advisory appraises capital investment proposals so funding decisions rest on tested analysis rather than sponsor enthusiasm. This is corporate investment appraisal for businesses, not regulated investment advice to investors.
Capital raising advisory prepares a business and its information for equity or debt investors. We prepare and support; we are not a placement agent and take no introduction or success fees.
Debt advisory addresses borrowing structure, terms, covenants and lender relationships. The terms agreed before signing shape the flexibility the business has for years afterwards.
Working capital management releases cash tied up in receivables, inventory and payables through process change rather than through one-off pushes. Cash released this way stays released, because the process that trapped it has been fixed.
Cash flow management establishes visibility and control over cash inflows, outflows and short-term liquidity. A forecast whose accuracy is never checked is a guess that nobody can safely act on.
Treasury advisory covers cash and banking structure, liquidity, currency and interest rate exposure, and the controls around payments. Exposure that has not been quantified cannot be sensibly hedged, and payments that are not controlled are where fraud enters.
Financial risk management identifies and controls exposures to credit, liquidity, market and operational loss. It complements enterprise risk work rather than replacing it, with the emphasis on quantified limits.
Financial restructuring addresses unsustainable debt, cost structure or operations to restore viability. It is advisory and financial work; formal insolvency processes require licensed insolvency professionals.
Management reporting delivers timely, consistent information that supports decisions rather than describing history. A pack that arrives late, or that two functions can read differently, informs nothing.
Virtual CFO services provide senior finance leadership on a part-time basis to businesses that do not yet need, or cannot yet justify, a full-time CFO. The aim is to build internal capability, not to create a permanent dependency.
Accounting advisory addresses complex accounting treatment, policy choices and the application of reporting standards. It supports the position taken; preparation and audit sign-off remain with management and the auditors.
Tax and regulatory advisory addresses the tax and regulatory implications of business structure, transactions and operations. We are not a tax practice: we identify issues and coordinate specialists; we do not give formal tax opinions or file returns.
Internal financial controls work designs and tests the controls that keep financial reporting accurate and assets protected. A smaller set of controls that genuinely operates is worth more than an exhaustive matrix that is never properly tested.
Financial process automation removes manual effort from finance processes while strengthening controls and the audit trail. The discipline is to simplify the process first, so that effort is not spent automating waste.
Profitability analysis establishes where the business actually makes and loses money, by product, customer and channel. The conclusions are only as sound as the cost allocation beneath them, so the method is documented and tested rather than assumed.
Business performance management connects strategy to measures, targets, accountability and review, so that performance is managed rather than merely reported. The test of the system is whether reviews end in decisions.
What you receive
Every engagement produces documented output your teams keep and can act on without us in the room.
When this work helps
How an engagement runs
Understand the decision, the financial context, and how finance currently operates. We establish exactly what question the engagement must answer, so a business-case review and a process redesign are not confused with one another.
Review the case, processes, controls, and reporting against what the organisation needs to rely on. We report where the numbers and processes are dependable and where they rest on assumptions that will not hold under pressure.
Set out the financial approach, process design, control set, and reporting model. Definitions, ownership, and controls are documented so the improvement does not depend on us remaining involved.
Support implementation, then track cost and benefit against what was approved. We measure realised value against the criteria agreed at the outset, so the decision is held to account rather than forgotten.
Where we work
Fidova provides finance consulting from Delhi, India, and works with organisations internationally, including group structures with entities, currencies, and reporting obligations in more than one country.
Engagements run in English, are scheduled around your time zone, and can be delivered remotely end to end. Where a phase benefits from being in the room — discovery workshops, go-live support, or on-site review — we plan that time explicitly.
Connected expertise
Selected work
Questions
Straight answers to what buyers ask us before an engagement begins.
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