Financial Management

Tyrone

$15.6m in funding secured and a growth plan the whole business is working to — Australia first, then the offshore markets behind it.

ServicePart-time CFO services IndustryConstruction

Government equipment funding

$4.1m

R&D rebates and cash refunds

$5.5m

Private funding

$6m

The challenge

Where they were

Tyrone was preparing for significant expansion across Australia, with overseas markets behind it. What the company needed was not another adviser but a board member — someone who could sit inside the governance of the business and facilitate and oversee the expansion as it happened.

Growth of that scale fails for predictable reasons: funding arrives in the wrong order, departments pursue their own version of the plan, and nobody is modelling whether the cash will be there when the commitments fall due.

What we did

Took a part-time CFO and board role, working inside the company's governance rather than alongside it
Secured government funding and private funding to underwrite the growth program
Established corporate and departmental strategies so every part of the business was expanding to the same plan
Supported those strategies with three-way financial forecasting, so growth stayed coordinated and sustainable rather than opportunistic
Extended the same framework to the overseas markets the company was entering

The outcome

What changed

The expansion is funded and coordinated. $4.1m in government equipment funding, $5.5m in R&D rebates and cash refunds over three years, and $6m in private funding — $15.6m in total — sit behind a growth strategy that departments are working to together, with three-way forecasting showing whether the next commitment is affordable before it is made.

Measured results