Nicolas Boucher

“What the f*ck actually is EBITDA, Ben?” It's probably one of the questions I get asked the most from business owners! It technically stands for Earnings Before Interest, Taxes, Depreciation, and Amortisation. It measures a company's overall financial performance and is often used as an alternative to profit. Put simply, view it as a way to analyse how well your business is doing at its core operations without the messy noise of financing and accounting decisions. By excluding these factors, EBITDA gives a clearer picture of your business's operational performance, making it easier to compare with other companies, regardless of how they are financed or where they are located. For anyone still unsure, do reach out!

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Why Every CFO Needs a “Silent but Strong” Controllership Function As CFOs, we’re constantly pulled towards strategy, growth, capital allocation, and external narratives. It’s easy — and common — to spend most of our time on what’s next for the business. But here’s the paradox: the one function that receives the least attention often holds the greatest power to either protect or destabilize an organization — the Controllership function. In my view, Controllership should operate like oxygen — silent, ever-present, and absolutely vital. You don’t notice it when it works seamlessly… but the moment it falters, the entire organization can feel the suffocation. Why Controllership Is Paramount: Accurate financials Robust internal controls Regulatory compliance Clean audits Fraud prevention Trust from stakeholders These are not just accounting hygiene — they’re the invisible scaffolding that allow the CFO and leadership to build and scale confidently. That’s why every CFO must ensure that controllership runs in auto-mode: • Empower a strong Controller with ownership and judgment. • Standardize and automate transactional processes. • Embed governance into the organizational DNA — not just in finance, but across all functions. • Shift from micro-management to exception-driven oversight. Neglecting controllership isn’t just a process risk — it’s a structural weakness. It may not be headline-grabbing, but it’s the reason the business survives while the spotlight shines elsewhere. Let’s stop treating it as a back-office task — and start recognizing it as the bedrock of CFO effectiveness. #CFO #FinanceLeadership #Controllership #FinancialExcellence #Strategy #Leadership #BusinessResilience #CFOThoughts #cfoinsights

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CFO Mistake number 1: not using AI Read further to discover the roadmap I have give to over 1,000 CFOs: (the roadmap below is based on many minutes of transcripts worth thousands of dollars of consultation) 1) Foundation First — “Crawl” Why: Before anything clever, make AI safe, accessible, and pointed at work data. How: - Pick the stack your company already trusts (Microsoft → Copilot 365; Google → Gemini) - Issue professional licenses (not just to managers) and turn on meeting transcripts - If you’re not on Microsoft, ChatGPT Teams gives SOC2-type protections and connectors (Dropbox/Outlook/etc.). 2) Quick Wins that Stick — “Walk” Why: Early, visible wins build trust and momentum. How: Start with 2–3 wins any team can repeat: Auto-summarize meetings and extract actions from transcripts Draft monthly review from call notes 3) Teach the Team, Not the Tool — “Organize” Why: Licenses don’t equal adoption; cadence does How: - Launch a Teams/Slack channel for daily use-cases + Q&A - Run bi-weekly “lunch & learn” show-and-tells. - After 6–8 weeks, hold a 2-hour hackathon focused on building agents/GPTs for real finance tasks 4) Projects vs. GPTs — “Systematize” Why: Consistency beats clever prompts. How: - Use Projects to hold client/company-specific files & context. - Use Custom GPTs/Agents for repeatable tasks across clients (cash/flux analysis, email templates). Then call the GPT inside each project for consistent behavior. 5) Data Foundations, Light — “Un-silo” Why: Most pain is messy, disconnected data; you don’t need a new ERP to start. How: - Stand up a light harmonization layer: use Zapier (fast) or N8N (flexible/self-hosted) to sync keys and push clean events between CRM, support, and accounting. - Apply fuzzy matching on org names/addresses; standardize a master table. 6) Automate the Repetitive — “Run” Why: Free up 20–40% of team time with safe, deterministic workflows How: - Use Power Automate/Office Scripts (Microsoft) to script repeatable flows: save attachments to SharePoint, transform Excel → PowerPoint, label emails, schedule reports. - Let AI write the scripts; humans review once. 7) Build Finance Agents — “Augment” Why: Agents replace the human triggering AI by an automatic triggering: “do the thing when X happens.” How: - Start with agents for commentary drafting, classification, vendor form filling, or monthly flux notes - Share agents internally so anyone can reuse and adapt - Tools: n8n, Copilot Studio or Zapier I have many other frameworks to share based on my transcripts. Let me know in the comments if you want me to continue to share them!

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Only 18% of executives believe finance has their strategic needs in mind. That’s not just a perception problem. That’s a leadership problem. The “Department of No” era ends when finance leaders decide to lead differently - with AI as the lever. Most finance leaders still think AI is about forecasts, reports, dashboards. The best of us know AI frees us to focus on people and relationships, not just process. But without leadership, AI won’t: → Turn insight into action → Build trust across the C-suite → Shift finance from gatekeeper to guide The CFO seat now demands EQ, IQ, TQ, AQ in balance: • EQ to partner deeper • IQ to cut through complexity • TQ to harness AI as force multiplier • AQ to thrive in turbulence Without that mix, you stay in transactions. With it, you become the partner every executive wants. 👉 Be honest: is the “Department of No” reputation unfair, or have we earned it? Either way, AI gives us the chance to rewrite the story. If you want to talk about AI transforming leadership and finance, I’d love to connect. #CFO #FinanceLeadership #AI #FutureOfWork #Strategy https://lnkd.in/gurc4bt3

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Your First 90 Days as CFO – What Really Matters? Stepping into the CFO role isn’t just about balancing the books; it’s about shaping the company's future. The first 90 days set the foundation. So, where should you focus? 1️⃣ Start with the Basics: No Surprises! • Cash Flow – Ensure no lurking liquidity issues. • Accounting – Align with auditors to avoid regulatory pitfalls. • Audit & Controls – Address any risks in internal controls or cybersecurity. 2️⃣ Assess the Finance Function: Reality Check • Is Finance a value driver or just a cost center? • Is Finance seen as innovative or bureaucratic? • How well does Finance partner with the business? • Are finance leaders consulted early or just informed after decisions? 3️⃣ Define the Future Vision: North Star Thinking • Which teams excel at business partnering? • Where is innovation happening? Who’s driving it? • What’s the level of digitization, and where are the gaps? • Who are the future leaders, and how will you empower them? 4️⃣ Beyond Finance: Your Bigger Mandate • Craft a compelling story for investors. • Align with the board and C-suite to drive strategy. • Be an agent of change, not just a financial steward. It’s a long to-do list, but the impact of these first 90 days will define your tenure. What’s your priority in the first 90 days of a leadership role?

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🚨 CFO Secrets Unveiled – Part 4 The secret to sustainable growth? It’s not just forecasting—it's future-proofing. In this video, I break down how elite CFOs in Family Offices drive strategic clarity through data, discipline, and direction. 💼📊 If you're still stuck on reactive reporting, you're missing the point. We’re talking real-time decision intelligence that shifts power from hindsight to foresight. ✅ Scale with intention ✅ Align capital with your family’s values ✅ Build a legacy that lasts CFOs aren’t just back-office engines—they're front-line architects of generational wealth. And it’s time more people knew what’s under the hood. #NashatHelal #CFO #VirtualFamilyOffice #FinancialLeadership #WealthStrategy #LegacyPlanning #FamilyOffice #FutureReady #VFO

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CFOs: One Role, Many Realities Working closely with CFOs from both SMEs and large corporations, I’ve seen one thing clearly: 👉 The challenges of a CFO depend heavily on company size. Here’s a quick comparison: ▶️ CFO in an SME: ↳Broad responsibility: from accounting to strategic planning. ↳Hands-on, involved in daily operations. ↳Focus on cost control and liquidity. ↳Simple tools, fewer automation systems. ↳Direct communication with short decision paths. ▶️ CFO in a Group: ↳Strategic leadership with specialized teams. ↳Managing complex financial structures. ↳Focus on long-term value creation. ↳Heavy use of advanced technologies (e.g., ERP systems). ↳Multi-layered communication and international compliance. 💡 Key insight: The CFO role transforms with the organization’s scale. Your thoughts? Are there challenges CFOs face that aren’t mentioned here? - - - - - - - - - - - - - - - - - - - - - - - - - - - - 🔔 Follow my profile for valuable content 🤝 We help implement Business Partnering in Finance 🚀 We implement Target Operating Models for sustainable success 💟 We support Change with effective Change Management 👑 Empower Managers with Financial and Leadership Skills 📢 Listen to experts on the "Mendel talks Finance" podcast

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Don’t hire a CFO too soon. At some point, every founder asks: “Do we need a CFO?” It’s an understandable question. Finance is one of the most crucial functions in any business – but in the early days, it’s also one of the easiest to overcomplicate. Here’s my plea: most startups hire CFO-style support far too early. Why not to hire a CFO too soon: • 𝗧𝗼𝗼 𝗲𝘅𝗽𝗲𝗻𝘀𝗶𝘃𝗲 𝗳𝗼𝗿 𝘆𝗼𝘂𝗿 𝘀𝘁𝗮𝗴𝗲 – A full-time CFO can cost £100k–£200k+ a year. At pre-seed or seed, that’s better spent on runway, product or sales. • 𝗢𝘃𝗲𝗿-𝗲𝗻𝗴𝗶𝗻𝗲𝗲𝗿𝗶𝗻𝗴 𝘀𝗶𝗺𝗽𝗹𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺𝘀 – Early-stage finance is mostly bookkeeping, cash flow, and basic forecasting – not complex models or M&A. • 𝗪𝗿𝗼𝗻𝗴 𝗳𝗼𝗰𝘂𝘀 – A CFO might want to optimise processes or reporting when survival depends on customers and burn rate. • 𝗙𝗼𝘂𝗻𝗱𝗲𝗿 𝗱𝗶𝘀𝘁𝗮𝗻𝗰𝗲 – Handing off finance too soon makes you less intimate with the numbers you must understand deeply (runway, margins, unit economics). • 𝗦𝗶𝗴𝗻𝗮𝗹 𝗿𝗶𝘀𝗸 – Some investors interpret an early CFO hire as “premature professionalisation” rather than proof you’re close to your business. • 𝗣𝗿𝗼𝗰𝗲𝘀𝘀 𝗱𝗿𝗮𝗴 – Big-company operators can unintentionally slow small teams with unnecessary structure. What to do instead: • 𝗦𝘁𝗿𝗲𝘁𝗰𝗵 𝘆𝗼𝘂𝗿 𝗮𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗻𝘁 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽 – A good accountant can handle far more than tax filings; all at a fraction of the cost of a CFO. For instance, our accountants: > Build forecasting models and cash runway scenarios > Review your P&L and spending with a founder’s-eye lens > Produce custom management reports for your board or investors > Share strategic advice from seeing hundreds of similar businesses • 𝗕𝘂𝗶𝗹𝗱 𝗳𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝗵𝗮𝗯𝗶𝘁𝘀 𝗲𝗮𝗿𝗹𝘆 – Pull monthly reports, track cash flow, review expenses. These habits compound and prepare you for growth. • 𝗨𝘀𝗲 𝗹𝗶𝗴𝗵𝘁-𝘁𝗼𝘂𝗰𝗵 𝘁𝗼𝗼𝗹𝘀 – Cloud accounting software and outsourced bookkeeping cover 80–90% of early needs. • 𝗕𝗿𝗶𝗻𝗴 𝗶𝗻 𝗮𝗱𝘃𝗶𝘀𝗼𝗿𝘀 𝗮𝘁 𝗸𝗲𝘆 𝗺𝗼𝗺𝗲𝗻𝘁𝘀 – During a fundraise or financial audit, get experienced support on a project basis instead of a fractional or full-time hire. There’s a point where internal finance support does become transformative: major fundraising, international operations, or complex capitalisations. At this stage, a CFO stops being a “nice to have” and becomes a core part of your leadership team. But in most cases, the best time to hire a CFO is not “as soon as possible” – it’s “as late as you can get away with.”

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What every CFO should be thinking about before Q4 👇🏼 Not “Are we on budget?” But → “Is this the business we thought we’d be running nine months ago?” For most CFOs, Q4 starts with pressure: – Hit the forecast. – Manage runway. – Deliver the story the board expects. But here’s the problem: By Q4, most of the decisions that shape the year are already behind you. The question is: Are you learning fast enough to course-correct before year-end? Here are 5 things I believe every CFO should be doing before Q4 starts: 1. Rebuild the forecast from reality, not optimism. Forget what you hoped would happen. What is happening? 2. Get ahead of budget season, or it will crush your team. Start with rolling models, not blank spreadsheets. 3. Pressure-test every assumption. The market moved. Your model should too. 4. Decide what not to chase in Q4. Resource focus beats ambition spread too thin. 5. Protect your team’s energy. A tired finance team in Q4 makes Q1 planning worse. Most importantly: don’t manage Q4 like it’s just the end of the year. Manage it like it’s the start of 2026. Because the most strategic CFOs are already planning the first 100 days of next year — while everyone else is still trying to explain why targets were missed. _____ 👋 I’m Jaume Montané, CFO at Dost, where we automate invoice and delivery note management so finance teams can finally scale without burning out. #CFO #FinancialPlanning #Q4Ready #Dost #FPnA

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Should a CFO be there in Sales Calls ? A CFO is a Strategic Thinker. He/She is to know the Pains (And Gains) of all the Functions. Unless he understands (And Feels) the Pains of all the Revenue Generators on the Fields, how can he Design the Solution for them ! Sales is not a mere Number. It's a Strategy in broad. Starting from Geographical Expansion, New Product Development, Ideal Product Mix, Schemes to Run, Balancing the Inventory, Procurement, Production with Sales Forecast, every where a CFO is to contribute. Hence, he/she is to understand all of these to a great extent. A CFO also needs to understand the expectation of Customers as well as the demand of the Suppliers. In my own life, I had liquidated piled up Inventories by framing Schemes, designed the Product Mix, had to frame Analysis for New Geographical Expansion or Shutting Down Stores to save more bleeding....! Once I learned from one of my Chairman, less Revenue is fine if the Bottom Line is higher. If a CFO is not doing (And Understanding) all these things, he is just a higher version of a Finance Controller.

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🚀 𝐏𝐨𝐰𝐞𝐫𝐢𝐧𝐠 𝐘𝐨𝐮𝐫 𝐒𝐌𝐄’𝐬 𝐌&𝐀 𝐓𝐫𝐢𝐮𝐦𝐩𝐡: 𝐖𝐡𝐲 𝐑𝐞𝐯𝐞𝐧𝐮𝐞 𝐑𝐞𝐜𝐨𝐠𝐧𝐢𝐭𝐢𝐨𝐧 𝐌𝐚𝐭𝐭𝐞𝐫𝐬 💰 As a business advisor with 10+ years guiding SMEs through M&A, I’ve seen revenue recognition derail deals—or propel them to success! 🌟 Aligning revenue with standards like IFRS, US GAAP, UK GAAP, FR GAAP, or Swiss GAAP is key to winning buyer trust and boosting valuation. My latest article dives deep, but here, I zoom into why revenue recognition is critical for SMEs in the EU, UK, MENA, and Switzerland, with stats and examples. Let’s make your deal shine! ✨ 📍 𝐖𝐡𝐲 𝐢𝐭 𝐦𝐚𝐭𝐭𝐞𝐫𝐬 📊: Revenue recognition shapes your SME’s financial story. Missteps spark valuation disputes, with 68% of M&A deals failing due to financial misalignments (Deloitte, 2024). Buyers scrutinize revenue to gauge growth, so alignment is non-negotiable! 🔍 📍 𝐌𝐲 𝐚𝐩𝐩𝐫𝐨𝐚𝐜𝐡 🤝: I guide SMEs to master IFRS 15 or ASC 606, ensuring transparency and deal appeal. ▶️ 𝐈𝐅𝐑𝐒 15 & 𝐀𝐒𝐂 606 📈: Used by 80% of EU/US SMEs in 2024 (International Accounting Standards Board (IASB), Financial Accounting Standards Board ), these follow a 5-step model: contracts, obligations, price, allocation, recognition. Robust but system-heavy! 🛠️ ▶️ 𝐔𝐊 𝐆𝐀𝐀𝐏 (𝐅𝐑𝐒 102) 🇬🇧: Simplifies recognition for 65% of UK SMEs (ICAEW, 2023). Aligns with IFRS but can confuse US buyers. 😕 ▶️ 𝐅𝐑 𝐆𝐀𝐀𝐏 🇫🇷: Tax-driven, delaying recognition for 60% of French SMEs, (ANC 2022), hurting cross-border valuations. 📉 ▶️ 𝐒𝐰𝐢𝐬𝐬 𝐆𝐀𝐀𝐏 𝐅𝐄𝐑 🇨🇭: Streamlines recognition for 70% of Swiss SMEs (Swiss Federal Audit Office, 2023), but EU buyers may demand IFRS tweaks. 🔄 ▶️ 𝐌𝐄𝐍𝐀 𝐜𝐨𝐧𝐭𝐞𝐱𝐭 🌍: 55% of UAE SMEs use IFRS 15 (Dubai Financial Services Authority, 2024), aligning with global buyers. 🌐 ✔️ 𝐑𝐞𝐚𝐥-𝐰𝐨𝐫𝐥𝐝 𝐰𝐢𝐧𝐬 🏆: 📍 𝐆𝐫𝐞𝐞𝐧 𝐄𝐧𝐞𝐫𝐠𝐲 𝐒𝐨𝐥𝐮𝐭𝐢𝐨𝐧𝐬 𝐋𝐭𝐝 (Mauritius): In 2023, I helped them adopt IFRS 15, boosting valuation 12% for an EU buyer. ☀️ 📍 Codewave.com: FRS 102 delayed their 2024 US deal, but IFRS 15 alignment saved it! 🇺🇸 📍 Zefiro Methane Corp.: Swiss GAAP FER cut costs 15% in 2024, but IFRS 15 tweaks sealed an EEA deal. 🌱 📍 Tadawul Tech: IFRS 15 in 2024 avoided a 10% valuation cut for a UK buyer. 💼 I’ve seen SME owners pour their souls into their businesses, only to face stress when revenue errors cut valuations. Proper recognition aligns your vision with reality, easing the M&A journey. 😊 𝐏𝐫𝐚𝐜𝐭𝐢𝐜𝐚𝐥 𝐬𝐭𝐞𝐩𝐬 ✅: -Map revenue to IFRS 15/ASC 606’s 5-step model. 📋 -Use software for obligations (70% of EU SMEs, Eurostat 2024). 💻 -Align with buyer standards early to dodge delays. ⏰ Don’t let revenue recognition sink your SME’s M&A dreams! Align your reporting now. Struggling with accounting standards in cross-border deals? Let's have a chat! #MergersAndAcquisitions #RevenueRecognition #AccountingStandards #IFRS #SMEFinance #BusinessGrowth #Intgeration #MandAReadiness #GlobalPMIPartners

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