What we do

Fractional CFO Programme

A CFO-calibre partner embedded in your business one day per week, on a six- to twelve-month retainer, across the Middle East.

The problem

A business has crossed the threshold where its accountant’s output is no longer enough. Tax-compliant books are being produced, the audit is clean, but the owner cannot run the business from what the books say. There is no monthly management pack the owner can act on. Cash flow is a quarterly surprise. The budget was set in September and bears no resemblance to actual by March. Customer profitability is unknown. Product-line margin is unclear. Pricing decisions are made by instinct. Financing decisions are reactions to bank conversations rather than prepared positions ahead of them.

The business needs a CFO. But the cost of a full-time CFO hire is disproportionate to the business’s scale, and even if the budget were there, a CFO-calibre hire would be under-utilised. What the business actually needs is CFO-level judgement, applied consistently, embedded in the owner’s operating rhythm.

What we do

A BGMC partner becomes the client’s fractional CFO for six to twelve months, with one full embedded day per week and availability through the rest of the week. The accountability is operational, not advisory: ownership of the finance function’s quality of output, not commentary on it.

The first ninety days install the foundation. By the end of month two, a monthly management reporting pack is in the owner’s hands. By the end of month three, there is a working close discipline, a first annual budget and rolling thirteen-week cash flow, a Power BI owner dashboard with five to eight headline metrics, a rationalised chart of accounts and reviewed opening balance sheet, and a finance team assessment with hiring recommendations and an accountability framework. These outputs are part of the retainer, not a separate project.

From month four onward, the Programme runs the strategic layer of the finance function. Monthly review meetings with the owner or GM, walking through P&L, cash, and KPI commentary, and agreeing forward actions. Quarterly strategic reviews covering budget-versus-actual, variance analysis, plan revisions, and capex decisions. Banking and lender support: packs for credit reviews, facility renewals, and new financing conversations. Ad-hoc strategic finance covering pricing decisions, customer and product profitability, and investment case evaluation. Coaching and supervision of the in-house bookkeeper or accountant, so the finance function’s discipline strengthens rather than depending on the partner’s presence.

The accountability is operational, not advisory: ownership of the finance function’s quality of output, not commentary on it.

Who this is for

Owner-managed businesses that have outgrown compliance-level finance: in Jordan, typically businesses with revenue between JOD 3 million and JOD 30 million across trading and distribution, light manufacturing, hospitality, real estate development, professional services, and healthcare, and comparable owner-managed businesses across the GCC and Iraq. Owners or GMs who recognise their current arrangement is not enough and who do not want to absorb a full-time CFO hire. Organisations with an established finance function that need a defined transformation rather than ongoing CFO leadership are better served by Offers 1 through 3.

How we work with your existing accountant or auditor

We do not replace your current accountant, bookkeeper, or audit firm. We work alongside them. Our scope sits at the CFO and FP&A layer above compliance and bookkeeping: management reporting, budgeting, forecasting, decision support, banking and investor-facing work. Where your existing accountant is delivering sound compliance work, we treat that as a given and build on it. Where coaching or adjustment is needed, we raise it with you directly.

How presence works

The Programme runs on a weekly cadence everywhere. What changes with geography is how presence is delivered.

In-market

For clients in Jordan and wherever the firm is on the ground, the embedded day is on-site at the client’s office, every week.

Regional

For clients across the GCC and Iraq, the same weekly embedded day is held through structured working sessions, with scheduled on-site weeks each quarter for board cycles, budget rounds, and the moments where presence matters most.

In both models the commitment is identical: a standing weekly rhythm, operational accountability, and a partner who knows the business well enough to be asked anything. A finance function cannot be run by occasional calls, and the Programme is designed so it never has to be.

BGMC accepts a strictly limited number of concurrent Fractional CFO retainers. When capacity is reached, new retainers are scheduled for the next opening rather than accepted at diluted delivery. This is a hard constraint, not a marketing claim; it ensures every retained client receives the partner time the engagement promises.

The delivered register

Each engagement below was delivered by the firm’s leadership. Those contracted under BGMC’s name are identified.

  • More than twelve years across Big Four advisory and senior corporate finance leadership, spanning audit, FP&A, costing, and finance transformation.
  • Operational finance leadership inside a regional listed pharmaceutical manufacturer: FP&A, budgeting, forecasting, monthly performance reporting, and capex feasibility.
  • Group-level finance leadership inside a regional FMCG manufacturing group: workforce budgeting, headcount planning, compensation governance.
  • FP&A and advisory retainers delivered under BGMC’s name across Jordan: budgeting, forecasting, cash flow planning, and monthly performance reviews for client organisations.

Fees and timelines are scoped per engagement through the scoping note.

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