Virtual CFO Boosts Financial Stability for Construction Firm

construction sector

Strategic Financial Planning Through Virtual CFO Services – Construction Sector

A mid-sized construction business was experiencing challenges in managing its day-to-day cash flow, seasonal liquidity gaps, and rising debt costs. Despite healthy project pipelines and receivables, the company struggled to optimise its working capital cycle and faced delays in vendor payments and debt repayments.

With limited internal finance expertise and no full-time CFO, strategic financial decision-making was reactive rather than forward-looking. The business needed clear insights, timely forecasting, and disciplined fund utilisation to sustain growth.

Significant challenges:

Frequent cash crunches despite strong receivables

Rising debt cost with limited banking negotiation power

Lack of structured cash flow planning or MIS reporting

Ad-hoc decision-making around payments and borrowing

Our approach

Key Steps Taken

The client’s Virtual CFO, introducing strategic financial oversight tailored to the company’s size and goals. They implemented a 13-week rolling cash flow model that identified and addressed timing mismatches. The firm also designed a working capital plan that aligned collections, payments, and vendor terms more effectively.

Cash Flow Mapping & Forecasting

Designed rolling 13-week cash flow forecasts, identifying gaps and scheduling payments with precision.

Working Capital Strategy

Analyzed receivable turnover and vendor terms to align collections and payables for improved liquidity.

Debt Restructuring Advisory

Helped evaluate overdraft utilisation, restructure high-interest borrowings, and negotiate improved banking terms.

Growth Planning Support

Provided input on project feasibility, CAPEX funding options, and long-term financial planning.

Client Insight

The business regained financial control with improved fund visibility, faster receivables collection, and better bank negotiation strength. The promoter could confidently focus on project execution, continued to oversee financial discipline delivering CFO-level value at a fraction of the cost.”

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