Numbers without a narrative
Accounts are prepared, but they are not turned into the few points management should discuss.
Virtual CFO Services · Kolkata region
Financial visibility without a full-time CFO
B Singha Roy & Associates provides Virtual CFO support for businesses that need structured management reporting, cash-flow and working-capital discipline, and practical help with financial decisions.
Overview
See How Virtual CFO Support Can Strengthen Financial Management
The film introduces how outsourced CFO support sits with the firm’s chartered accountancy work: clearer packs for management, a closer watch on cash, and recommendations that can actually be discussed.
The Virtual CFO film will play here once the file is placed at assets/videos/virtual-cfo.mp4.
The role
What is a Virtual CFO?
A Virtual CFO is an outsourced finance role for management. Instead of employing a full-time chief financial officer, the business engages the firm to bring structure to monthly numbers, cash, working capital and the questions those figures raise.
It is not a replacement for bookkeeping, and it is not a statutory audit. Those remain separate pieces of work. Virtual CFO support uses financial information so promoters and managers can see performance and decide what to do next. The depth depends on the level below, the quality of the records, and what management asks to review.
The firm’s traditional work in audit, tax, GST and accounting continues alongside this. Many businesses need both: compliance that is in order, and a management view that compliance reports alone do not provide.
Why management asks for this
Business challenges we help management address
These are typical gaps. They are not a diagnosis of any particular business.
Late cash surprises
Collections, tax and debt service are visible only when the bank balance is already tight.
Slow working capital
Debtors, stock and creditors are reviewed at year end rather than as a cycle.
Plans that are not compared
A budget exists, or should exist, but actual results are not set against it.
Meetings without a pack
Lender or promoter discussions need a clearer, more consistent set of figures.
Unclear contribution
Where the data allows, it is hard to see which products, customers, projects or branches carry the result.
Four levels
Choose the depth of CFO support
Each level includes the one before it, except transaction work, which is always scoped on its own. Fees are discussed in a consultation. They are not published here.
| Area | Basic | Growth | Strategic | Transaction |
|---|---|---|---|---|
| Management MIS and monthly review | BasicIncluded | GrowthIncluded | StrategicIncluded | TransactionIncluded |
| 13-week cash flow and working capital | BasicNot included | GrowthIncluded | StrategicIncluded | TransactionIncluded |
| Budgeting and banking support | BasicNot included | GrowthIncluded | StrategicIncluded | TransactionIncluded |
| Planning, analytics, controls and board reporting | BasicNot included | GrowthNot included | StrategicIncluded | TransactionIncluded |
| Valuation, diligence and transaction work | BasicNot included | GrowthNot included | StrategicNot included | TransactionSeparate engagement |
Level 1
CFO Basic
Core MIS & Financial Review. Suitable for businesses that need disciplined monthly financial reporting and a management review of those figures.
- Monthly profit and loss review
- Balance sheet review
- Cash and bank position
- Income and expense movement review
- Management MIS
- Revenue and profitability reporting
- Gross profit and EBITDA analysis
- Key financial ratios
- Receivables and payables summary
- Month-on-month comparisons
- Year-on-year comparisons where data is available
- Monthly CFO management review
- Priority action points
- Monthly closing discipline
- Reconciliation review
- Identification of reporting gaps
Level 2
CFO Growth
MIS + Cash Flow + Working Capital + Budgeting. Includes everything in CFO Basic, and adds the areas below.
Cash flow management
- Rolling 13-week cash-flow forecasting
- Collection planning
- Payment planning
- Tax, statutory and debt-service cash planning
- Identification of a possible cash deficit
- Cash-flow recommendations
Working capital management
- Receivable ageing
- Top-debtor monitoring
- Overdue collection review
- Payable ageing
- Payment planning
- Inventory or stock review where it applies
- Working-capital cycle analysis
- Recommendations on debtor, inventory and creditor days
Budgeting and forecasting
- Annual operating budget support
- Budget versus actual analysis
- Variance analysis
- Rolling forecasts
- Scenario analysis
Banking and finance support
- Borrowing-structure review
- Debt-repayment analysis
- Interest-cost analysis
- Working-capital requirement analysis
- CMA and projected financial statement support
- Financial information for banking discussions
Level 3
CFO Strategic
Full outsourced CFO function. Includes CFO Growth, and extends it to planning, analytics, controls, promoter reporting and the shape of the finance function.
Strategic financial planning
- Annual financial planning
- Rolling forecasts
- Growth-funding analysis
- Capital-expenditure planning
- Debt versus equity considerations
- Sensitivity analysis
- Scenario planning
Profitability and business analytics
Where client data permits:
- Product profitability
- Customer profitability
- Project profitability
- Branch profitability
- Contribution-margin analysis
- Pricing and margin review
- Cost-driver analysis
- Break-even analysis
- Operating-leverage analysis
Internal financial controls
- Finance-process review
- Approval-matrix review
- Receivable controls
- Credit-control processes
- Purchase-to-payment controls
- Cash and bank controls
- Inventory controls where they apply
- Periodic improvement recommendations
Board and promoter reporting
- Executive CFO dashboard
- Key risk and opportunity summary
- Financial decision points
- Structured management reporting
Finance function development
- Finance-process design
- Team-role definition
- Month-end closing discipline
- Management reporting calendar
- Finance KPI framework
Level 4
CFO + Transaction Advisory
Strategic CFO + major financial transactions. This level keeps the relevant strategic CFO work and adds transaction advisory that is scoped separately.
Transaction-specific assignments may require a separate engagement. They are not automatically included because a business already receives Virtual CFO support.
Valuation support
- Business valuation
- DCF analysis
- Comparable-company analysis
- Precedent-transaction analysis where it is appropriate
- Enterprise and equity value analysis
- Valuation sensitivity analysis
Fund raising and capital advisory
- Funding-requirement assessment
- Financial projections
- Financial information for investors or lenders
- Financial modelling
- Fundraising documentation support, where separately engaged
Due diligence
- Financial due diligence
- Quality-of-earnings review
- Working-capital analysis
- Net-debt analysis
- Financial risk identification
- Transaction-specific financial analysis
M&A and strategic transactions
- Acquisition financial analysis
- Target evaluation
- Transaction modelling
- Deal economics
- Financial negotiation support
- Post-deal financial planning
Restructuring and special situations
- Debt-restructuring analysis
- Business-restructuring support
- Cash-flow turnaround planning
- Financial viability assessment
Reporting
What management receives
The pack follows the level that has been agreed. Items marked as applicable are not part of every level.
Executive CFO Dashboard
One view of the figures management has asked to watch.
Profit & Loss Analysis
Revenue, costs, gross profit and EBITDA, with the movements that matter.
Balance Sheet Review
Assets, liabilities and equity, including items that need follow-up.
Cash-Flow Review
Where cash came from and where it went in the period.
13-Week Cash-Flow Forecast
A near-term cash view, where the engagement includes it.
Receivables Ageing
Who owes the business, and what is overdue.
Payables Ageing
What the business owes, and when it falls due.
Working-Capital Analysis
The cycle between debtors, stock and creditors.
Debt & Banking Review
Borrowings, repayments and the information lenders usually ask for.
Budget vs Actual Analysis
Where results differ from the plan, and why.
CFO Recommendations
Priority action points: a short list of what to address next.
From CFO Growth upward
Cash flow and working capital
A 13-week forecast is a rolling look at receipts and payments, not a promise that a deficit will be avoided. It is used to see timing: collections, supplier payments, tax and statutory dues, and debt service.
Working-capital review looks at how long cash sits in debtors and stock, and how payable days affect that. Recommendations are practical only where the underlying records support them.
- CollectionsReceivable ageing, top debtors and overdue follow-up.
- StockInventory review where the business holds it.
- PaymentsPayable ageing and a payment plan.
- ObligationsTax, statutory and debt-service cash, placed on the same timeline.
Management view
A dashboard is a layout, not a promise of figures
At the strategic level, reporting can be brought into an executive dashboard: performance, cash, working capital and the decisions in front of management. The picture below shows the structure only. It is not a client report and it does not display results.
Executive viewIllustrative
PerformanceProfit and loss, margin, EBITDA
CashPosition and 13-week view
Working capitalDebtors, stock, creditors
PrioritiesAction points for the review
Illustrative layout only. No client information is shown.
Fit
Who may benefit from Virtual CFO support
Owner-managed businesses
Promoters who want a regular, structured reading of the accounts.
Growing companies
Teams that need CFO-level reporting without a full-time appointment.
Cash-constrained operations
Businesses that need a nearer view of collections, payments and headroom.
Banking conversations
Organisations preparing financial information for a lender discussion.
Promoter reporting
Groups that want a board-style pack rather than a raw trial balance.
Transactions
Businesses considering a deal, under an engagement scoped for that work.
Engagement approach
How a Virtual CFO engagement proceeds
The steps describe the working method. They are not a guarantee of a financial result.
Understand
Review the business, the accounting environment, reporting requirements and management priorities.
Structure
Define reporting formats, financial KPIs, cash-flow requirements and the management-review frequency.
Analyse
Review financial performance, cash flow, working capital, profitability and the metrics that are relevant.
Advise
Provide observations, priorities and practical financial recommendations.
Review
Hold periodic management reviews and update priorities as the business changes.
Questions
Frequently asked questions
A Virtual CFO gives management a structured way to read the business financially. Depending on the level, that includes monthly MIS, cash-flow and working-capital review, budgets and practical recommendations. It is a professional service, not a full-time employment appointment.
Accounting records transactions. Tax and GST work deals with compliance and related advice. An audit examines information within its own scope. Virtual CFO work uses financial information to support management decisions. One does not automatically replace the others. The firm’s other services can sit beside it.
CFO Basic suits a business that needs disciplined monthly reporting and a management review. CFO Growth adds cash, working capital and budgets. CFO Strategic is a broader outsourced CFO function. Transaction work is discussed separately. The useful level depends on the business, the records and what management wants to see.
No. Valuation, fund-raising support, due diligence, merger and acquisition analysis, and restructuring work are separate assignments, even if the firm already provides Virtual CFO support.
No. A statutory or tax audit is a distinct engagement. Virtual CFO reporting is prepared for management. It is not, by itself, an audit opinion.
The firm first understands the business, the accounting environment and what management wants to review. Formats, indicators and the review rhythm are then agreed. Analysis and recommendations follow. What can be said depends on the information available and on the decisions management takes.
The office is at A-26, Amarabati, Sodepur, Khardaha, West Bengal 700110, in the Kolkata region. Where a remote working arrangement is practical, it can be discussed at the start.
No. Fees depend on the level, the condition of the records and the reporting management wants. They are discussed in a consultation, not published as a rate card.
Next step
Discuss your Virtual CFO requirements
Tell the firm how the business is organised and what management wants to see each month. The conversation is a consultation, not a confirmed engagement.