Running a growing SME is exciting, but it can stretch finance teams to the limit. Forecasts shift, cashflow tightens, suppliers want faster payment, and lenders demand clear board packs. That’s where interim financial director support makes the difference. An experienced FD steps in for a defined period to steady the ship, build better information, and get you funding-ready without adding permanent overhead.
Why now? Investment and operating conditions are moving again. The ONS reports that UK business investment rose 3.9% in Q1 2025 after revisions, hinting at renewed activity but also bigger execution risks for smaller firms (ONS, 2025). Meanwhile, the main corporation tax rate is 25% for profits over £250,000, with a 19% small profits rate and marginal relief in between – all of which put a premium on precise forecasting and tax planning (HMRC, 2025). And the OBR expects only a modest pickup in real GDP per person in 2025, so management discipline still matters (OBR, 2025). In short, confidence is up, but so is the need for sharper financial control.
We provide short, focused engagements that create lasting value – from board reporting and KPI design to cashflow discipline and governance. If you want a flavour of how we work, explore our management accounts service.
What interim financial director support looks like
The scope is flexible, but most assignments cover five foundation blocks that drive resilience:
- Strategic planning: Translate goals into a rolling 12–24 month model. Tie revenue drivers, headcount, capex, and tax into a single version of the truth.
- Cashflow discipline: Build a weekly direct cashflow, set payment runs, and introduce credit control actions that actually happen.
- Budgeting and KPIs: Create a practical budget, not a wish list. Choose 6–10 KPIs that track margin, cash conversion, debtor days, and pipeline quality.
- Board reporting: Produce concise monthly packs with variance analysis, risks, and remedial actions. No filler.
- Funding readiness: Prepare data rooms, covenant trackers, and lender-friendly forecasts. Ensure you can evidence assumptions.
Engagement models that fit your team
Different businesses need different rhythms. Common models include:
- Steady state: One to two days a week for three to six months – ideal to professionalise reporting and controls.
- Change sprint: Three to four days a week for eight to twelve weeks – suited to a raise, system change, or integration.
- Bridge cover: Part-time leadership while you recruit a permanent FD – with a defined handover plan.
We agree the cadence up front – weekly working sessions, monthly board attendance, and quarterly plan refreshes. We also define what “done” looks like so you can measure impact.
The core deliverables that stick
Interims should leave you stronger than they found you. Typical deliverables:
- Rolling forecast: Monthly P&L, balance sheet, and cashflow with clear drivers.
- Controls and policies: Spending thresholds, approval flows, and segregation of duties that fit a lean SME.
- KPI dashboard: Visuals you can run from your accounting system, not a manual spreadsheet that goes stale.
- Board pack template: A repeatable pack with commentary and actions, delivered on a fixed timetable.
- Data room: Clean, lender-ready folders for financials, tax, contracts, and HR.
Interim financial director support during change
Two short case snapshots show how part-time leadership builds resilience.
Rapid growth, capacity crunch:
A technology reseller doubled revenue over 12 months, but debtor days crept over 60 and gross margin drifted. We introduced order-to-cash controls, re-priced unprofitable lines, and implemented a weekly cash huddle. Results in 90 days: debtor days down to 41, GP back to target, and a covenant-compliant quarter. A simple pipeline-to-revenue bridge improved sales forecasting, cutting last-minute stock purchases.
Market shock and cost reset:
A multi-site wholesaler faced supplier price spikes and a drop in footfall. We built a site-level P&L, modelled price scenarios, and set a purchasing calendar tied to working capital targets. We also negotiated revised terms with two key suppliers. Within one quarter the business moved from negative to positive operating cashflow, with inventory turns up 18 per cent and clear triggers for further action if demand softened.
Governance, filings, and staying on the right side of change
Good governance protects value. Three areas to keep in view:
- Companies House reform: Requirements for small and micro companies to file more detailed accounts have been proposed, with government communications indicating changes from 2027; aspects are under review by ministers, so the position may evolve. Track official updates via Companies House guidance on changes to accounts.
- Corporation tax planning: With a 25% main rate and 19% small profits rate, forecasting your year-end position matters. HMRC sets the thresholds and marginal relief – see HMRC’s Corporation Tax rates.
- Capital allowances: The Annual Investment Allowance offers 100% relief on qualifying plant and machinery up to £1 million – useful when planning upgrades or automation. See HMRC’s capital allowances overview.
We help you set simple compliance calendars, assign owners, and automate evidence capture so filings are accurate and on time.
Measuring success without adding overhead
Measurement needn’t be heavy. We agree a handful of outcome metrics that tie to value:
- Cash improvement: Net cash from operations and debtor days trend.
- Profitability: Gross margin by line, contribution by customer.
- Control health: Number of late reconciliations, unresolved variances, and overdue approvals.
- Funding progress: Lender milestones met, covenant headroom, and data room completeness.
We also track context using independent sources. For example, the ONS business investment trend gives a sense of wider risk appetite (ONS, 2025), while the OBR outlook helps set realistic growth assumptions (OBR, 2025). That keeps plans grounded, not hopeful.
Interim financial director support, done properly
The best interims make themselves unnecessary. From day one, we plan the handover:
- Knowledge transfer: Shadow sessions, annotated models, and short video walkthroughs.
- Process ownership: Named internal owners for forecasts, KPIs, and supplier reviews.
- Systemisation: Reports you can run from your existing software, with minimal manual steps.
When an interim FD is not right
There are risks. If scope is vague, you can spend money without moving the dial. If the role blurs with day-to-day bookkeeping, strategic work stalls. And if governance is ignored, you can trip on filings or tax. That’s why we define outcomes, time-boxes, and decision rights before we start.
A steady economy can still catch SMEs out. Investment is recovering but uneven, tax remains a meaningful drag for profitable companies, and the policy environment around accounts filing is active. Interim financial director support gives you senior finance leadership exactly when you need it – to design KPIs that drive behaviour, build reliable budgets and cashflow, tighten board reporting, and prepare you for lender scrutiny.
If you want pragmatic support that leaves your team stronger, let’s talk about a focused scope and an outcome-based plan. Book a call to discuss interim financial director support and how it could help your business this quarter.