Real businesses. Real economics. Real outcomes.

Wholegood was growing. The brand was strong, the product range expanding, and new listings landing. But the financial complexity was growing faster than the financial system could handle.

 

Cash was unpredictable despite reasonable EBITDA. Margins were harder to explain as the channel mix shifted. The finance function was busy, but it wasn't producing the clarity the leadership team needed to make the decisions in front of them.

The business had numbers. It didn't have answers.

 

Revenue growth was creating working capital pressure that wasn't obviously visible in the P&L. Channel economics were blurring as trade terms, logistics costs, and promotional spend accumulated. The leadership team was making pricing and ranging decisions without a clear view of which products and channels were actually generating profit.

 

The economic system, how revenue became margin, how margin became cash, how cash interacted with working capital, had never been mapped.

We ran an economic architecture engagement across the business.

 

The profit work identified contribution economics by product group and channel, for the first time, leadership could see which parts of the business were generating margin and which were eroding it. The cash work mapped the full working capital cycle, identifying where capital was being absorbed and what the levers were to improve conversion. The integrated model brought it together into a single view of how the business generates and consumes cash as it scales.

 

The blueprint gave leadership a coherent economic map of the business. The finance playbook translated it into operating rules, pricing discipline, inventory guardrails, capital triggers.

Real control over cash, margins, and decision-making, where before there had been activity but not clarity.

 

Leadership could see the economics of growth decisions before committing to them. The financial conversations at board level shifted from reporting what happened to understanding what it meant and what to do next.

The Fresh Pasta Company had built a genuinely strong business. Real product, real distribution, real growth. But as the business scaled through manufacturing and into wider wholesale distribution, the financial complexity grew in ways that weren't fully visible in the numbers.

 

Growth was happening. But whether that growth was creating economic strength or quietly consuming it wasn't clear.

The connection between operational decisions and financial outcomes had become opaque.

 

Inventory and production cycles were creating cash demands that didn't obviously reconcile with profitability. The relationship between revenue growth and cash generation wasn't linear in the way leadership expected. Margin visibility at the product and channel level was limited.

 

The business was making decisions about range, pricing, and distribution without a precise understanding of the economic consequences.

The Economic Architecture engagement mapped the full economic system of the business, from production through to cash and profitability.

 

The working capital analysis traced exactly how cash moved through the manufacturing and distribution cycle: Where it was absorbed, where it was released, and what the drivers of cash conversion were. The contribution model gave clarity on margin by product and channel. The growth dynamics model showed what different scaling scenarios would actually cost the balance sheet.

A business that understood its own economics,  and could make decisions from that understanding with confidence rather than uncertainty.

Crowd2Fund came to InHand during a period of business restructuring. The situation required both strategic financial input and tight operational control — at the same time, under pressure. 

The business needed to stabilise its financial position while managing a complex transition. That required someone who could operate at board level strategically and maintain rigorous financial control operationally — without the lag of a traditional finance function. 

We stepped in with CFO-level leadership for the duration of the restructuring — providing the strategic input required at board level, the financial scrutiny required operationally, and the delivery discipline required to keep the transition on track.

 

This was a CFO Strategic mandate: defined, outcome-based, run to a specific brief.

The transition completed on track. Financial control was maintained throughout. The business emerged from the restructuring with the stability required to continue. 

Broadway Homes Group needed financial structure and control at a point when the business was growing and the finance function wasn't keeping pace. The numbers were there — the confidence in them wasn't. 

Leadership was spending time managing around financial uncertainty rather than making decisions from financial clarity. The processes underneath weren't producing reliable, timely numbers — which meant the leadership team couldn't fully trust what they were seeing. 

InHand brought structure and control to the financial processes — rebuilding the operational layer and establishing the reporting cadence and controls required to produce numbers leadership could rely on. 

A managing director who could focus on running the business rather than worrying about what was happening underneath the numbers.