Senior financial leadership for Dubai and UAE businesses that have outgrown their bookkeeper but cannot yet justify a AED 60,000-a-month CFO — forecasting, cash control, board reporting, pricing and capital allocation.
There is a specific and uncomfortable stage in a growing business: revenue is up, the team is bigger, and the founder has less financial clarity than they had two years ago. The accountant produces a P&L that is technically correct and practically useless. The bank balance moves in ways nobody can explain. Every significant decision — a second location, a large hire, a supplier prepayment, a distribution deal — is made on instinct, because the analysis to support it does not exist and nobody has the seniority or the time to build it.
A full-time CFO in the UAE costs somewhere between AED 45,000 and AED 90,000 per month once you include gratuity, visa, insurance and bonus. For most businesses between AED 10 million and AED 150 million of revenue, that is either unaffordable or unjustifiable — but the absence of the role is quietly costing more than the salary would.
A Virtual CFO gives you the judgement without the headcount. We are not a report-writing service. We sit in the decision, take a position, and are accountable for the recommendation.
If two or more of these are true, the diagnostic is the cheapest place to start. It is a fixed fee and it ends in a written findings note you own.
This is the single most common trigger, and it is almost never mysterious. It is working capital — inventory, receivables, supplier terms, capex timing or tax provision — and it is measurable once someone builds the bridge.
Lenders and investors do not fund optimism. They fund a defensible model, a clean data room and a management team that can answer challenge in the room without going away to check.
Expansion is where good businesses break. The economics of site one rarely repeat automatically, and a payback model built before you sign the lease is significantly cheaper than the one you build afterwards.
Shareholders eventually ask forward-looking questions. A historical income statement cannot answer them.
Capable accountants without senior direction produce accurate work aimed at the wrong questions. That is a leadership gap, not a competence gap.
In an inflationary cost environment with rising UAE rents and wages, a static price list is a slow margin transfer to your customers.
A structured 90-minute session with you and your leadership team. Not a walkthrough of last month's P&L — that is circulated in advance and assumed read. The meeting covers variance against plan and why, the forward cash position, the two or three decisions that need making this month, and the status of decisions made previously. Every meeting produces a written decision log with owners and dates, so that decisions are traceable rather than remembered differently by different people.
We maintain a driver-based forecast — volume, price, mix, cost ratios, headcount, capex — rather than a static annual budget that is wrong by March. When you ask 'what happens if we lose the largest customer' or 'can we afford four hires and a new fit-out', you get a modelled answer with the assumptions visible, within days rather than never.
A rolling weekly view of cash in and out, built bottom-up from receivables, payables, payroll, rent, VAT and Corporate Tax instalments, and financing. This is the tool that prevents a solvent, profitable business from having a bad Thursday. Where the forecast shows a squeeze, we bring the levers to the table before it becomes a phone call to the bank.
A consistent monthly pack: performance against plan, KPI trend, cash and covenant position, forward risks, and a clear ask where a decision is needed. Consistent format month over month, because inconsistent reporting is how shareholders lose confidence even when performance is fine.
Most UAE SMEs are underpriced in some part of their mix and do not know which part. We build the contribution view by product, channel, customer or outlet, then bring you a defensible pricing move rather than an across-the-board percentage.
Receivable days, inventory cover and supplier terms usually contain more accessible cash than any financing facility, at zero cost of capital. It is unglamorous and it works.
Whether the next AED 2 million goes into a new site, a marketing push, inventory depth or debt reduction is the highest-leverage decision most owners make, and it is usually made without a comparison.
Whether to hire, at what level, and what that role must generate to pay for itself — modelled against the cash runway rather than against enthusiasm.
If a sale or partial exit is on a three-to-five-year horizon, the work starts now: clean structure, provable numbers, reduced owner-dependency, and demonstrable margin quality. Value is built years before it is realised.
Everything below is included as standard at the scope agreed in your engagement letter. If something falls outside it, we tell you before we do it, not after.
Two-week review of numbers, systems, team and the real decision backlog. Written findings and priorities.
Establish the forecast, cash model, KPI set and reporting pack.
Monthly cadence, decision log, on-call support for live questions.
Recruit and mentor the permanent finance hire when the business is ready for one.
Clear scope is a feature. Where work requires a separately licensed professional — a registered tax agent, a licensed auditor, a lawyer — the engagement says so in writing.
Typically AED 8,000 to AED 25,000 per month depending on cadence, entity count and whether we also lead your internal finance team. That compares with AED 45,000 to AED 90,000 monthly for a full-time UAE CFO once gratuity, visa, insurance and bonus are included. Project-based CFO work — a fundraise, a model, an expansion appraisal — is quoted as a fixed fee.
An accountant establishes what happened and makes sure it is recorded and filed correctly. A CFO uses that record to decide what happens next — pricing, capital allocation, hiring, expansion, financing and risk. Both are necessary. Hiring the second without the first produces confident decisions built on unreliable data, which is worse than no analysis.
A typical retainer is four to eight days per month, structured around the reporting cycle plus availability for live decisions. We publish the time commitment in the engagement letter rather than leaving it vague, and we would rather reduce scope than quietly under-serve it.
Not necessarily, but it is the first thing we address. If the accounting foundation is unreliable, we either fix it as part of the engagement or fix it first, because CFO analysis on unreconciled data produces confident and wrong conclusions.
We build the model, prepare the data room, write the financial narrative and support you through diligence and lender questions. We are not a licensed investment adviser or a placement agent and do not introduce or solicit investors; where that is required, an appropriately regulated party must be engaged and our role remains financial preparation and decision support.
Usually when transaction complexity, entity count, financing structure or stakeholder load demands senior finance attention every day rather than several days a month — often past roughly AED 150 million of revenue, or earlier with multi-jurisdiction operations or institutional investors. We will tell you when you reach that point, and we help you recruit and hand over. A Virtual CFO who cannot see their own exit is selling a retainer, not advice.
Yes — Abu Dhabi, Sharjah and the northern emirates, and across the wider GCC where the work does not require local regulatory permissions we do not hold. Monthly meetings can be in person in Dubai and Abu Dhabi, or remote.
Tell us the current setup — entities, systems, transaction volume, what is going wrong. We aim to reply within one business day with a scoped next step and an indicative fee range.