The company, based in the UAE, provided engineering services, manufactured spare parts, and delivered maintenance solutions to automotive manufacturers across Europe. Demand for their services surged following EU sanctions on Russia, which disrupted longstanding supply chains. Rather than disappearing, demand simply migrated.
With their agility and openness to change, our client was quick to capitalize on this vacuum; a company that grew rapidly to meet demand, but lacked the internal systems and financial structure to support this expansion sustainably.
When FinDep Consult was brought in, the company was already overwhelmed. The owner had an instinctive sense of the company’s potential but lacked the tools to manage it. The situation was typical of high-growth businesses that outpace their internal infra-structure:
• No complete accounting records
• Fragmented sales data stored in a separate database
• No cost allocation methodology or accrual accounting
• No profit and loss reporting or cash flow forecasting
• No consolidated financial statements or strategic roadmap
Each of the three operational segments was led by a director, but none had a clear plan or visibility into profitability. The staff were demotivated, and client feedback was deterio-rating due to missed deadlines and reactive management. The team was taking on every job—regardless of profitability or feasibility—just to keep up with the momentum.
The need for experienced finance professionals in the UAE, and especially for an interim CFO, was clear. That’s where FinDep Consult came in.
As interim CFO, our first priority was to stabilize the company. We designed a two-pronged plan focused on operational control and strategic clarity.
1. Reconstructing the Financial Foundation
We rebuilt the company’s general ledger and recovered historical financial data to pro-duce accurate three-statement financial reports: Profit & Loss, Balance Sheet, and Cash Flow.
These were vital in answering key questions:
• What is our current financial position?
• Which business segments are profitable?
• Where are the cash drains and hidden risks?
From the beginning we started implementing the accounting and reporting process to meet the controlling requirements, embedding the necessary parameters and dimensions to be able to quickly obtain the situation for each Director responsibility (profit center), by client and geographical segment, by product/service. This should be done immediately in the ledger to have one source of the information for all purposes.
We also established consistent cash flow management—daily, weekly, monthly, and an-nual—ensuring leadership had a clear view of liquidity at all times.
2. Strategic Planning and Vision Alignment
Working with the new CEO, we developed a clear mission and a 10-year vision. Commu-nication was key: we made sure that every team member understood the new direction and their role in it. This built trust and engagement.
A dynamic financial model was introduced to evaluate scenarios under different growth and cost assumptions. It provided insight into both short-term financial health and long-term scalability.
We turned our attention to designing a robust finance structure during rapid growth. This meant building tools and routines that could guide decision-making and enable sustain-able scaling.
Key actions included:
• Segment Reporting: Directors received detailed performance reports for their busi-ness units, fostering accountability.
• Annual Budgeting: Using historical and market data, we created a realistic yet am-bitious one-year budget, aligned with the company’s strategic goals.
• Variance Analysis: Each director had to explain budget deviations and prepare cor-rective action plans.
• Order Evaluation Guidelines: Staff were trained to assess the feasibility and profit-ability of new orders before acceptance.
• Client Feedback Loops: Past cases of delays or dissatisfaction were analyzed, and preventive measures implemented.
This brought a cultural shift: people started thinking in terms of efficiency, profitability, and performance. Orders were no longer accepted blindly. The business began to operate with discipline and foresight—hallmarks of mature financial leadership.
Midway through the transformation, a
foreign exchange crisis struck. In the past, this would have created panic. But the company, now equipped with granular financial con-trols and real-time forecasting, handled the situation with confidence.
Scenario simulations and liquidity buffers allowed leadership to adjust swiftly, avoiding any service disruption. This proved that a strong finance structure during rapid growth isn’t just about growth—it’s about resilience.
This case underscores the vital role an interim CFO plays in high-growth scenarios. When a business scales rapidly, it often lacks the internal bandwidth or expertise to build the necessary structure. That’s where experienced, hands-on finance professionals—like those from FinDep Consult—bring real value. Not only do they solve pressing issues, but they also implement scalable systems that support long-term growth across markets like Italy, the UK, and the UAE.
An interim CFO brings:
• Immediate leadership and financial clarity
• Tools and models tailored to fast-changing conditions
• Objective, external perspective to challenge assumptions
• Short-term stability with long-term planning
This is not just a success story—it’s a blueprint for any company experiencing rapid growth in a fast-changing market. Whether you’re in the UAE or another dynamic econo-my, the lesson is the same: growth without structure is unsustainable.
By partnering with FinDep Consult and engaging an interim CFO, this UAE business transformed from a reactive operation into a forward-looking, high-performing company. It’s a story of what’s possible when opportunity meets capability—and when financial leadership is aligned with business ambition.
Interested in learning how an interim CFO or our finance professionals in the UAE can help your company scale responsibly?
Contact FinDep Consult to schedule a discovery call.
