Generic finance advice often misses the point. Businesses in SaaS, events and other non-manufacturing sectors have specific metrics, revenue recognition challenges and operational dynamics — and we understand them in detail.
SaaS businesses have a fundamentally different financial profile from traditional companies — revenue is deferred and recognised over the contract term, the most important metrics do not appear on the P&L, and the relationship between customer acquisition cost and lifetime value determines whether the business is fundamentally healthy or burning capital unsustainably.
Most general finance advisors understand EBITDA. Fewer understand why a SaaS business with £10m ARR and strong NRR can be a better investment than one with £15m ARR and rising churn. We do — and we build the reporting, models and analytics to make these dynamics visible to your board and your investors.
Direct experience includes a global PE-backed SaaS business (UK, North America, APAC, South Africa) where Graeme served as Interim Finance VP, leading finance transformation, NetSuite automation, worldwide transfer pricing, group statutory audit and multiple acquisition integrations.
Events businesses carry a unique financial profile — revenue is lumpy and event-driven rather than recurring, cashflows often reverse (deposits received long before costs are incurred), and the most important performance metrics exist at event level rather than at company level.
A standard management accounts pack tells an events business almost nothing useful. What matters is net profit per event, yield per m², the ratio of space hire to sponsorship to delegate revenue, re-booking rates at event close, and whether returning customer percentages are moving in the right direction. We build the reporting that provides this visibility.
Direct experience includes Raccoon Media Group (PE-backed, UK, Europe, USA, ~£11m ARR) as Interim CFO and Informa plc (FTSE 100, global events, intelligence and publishing) as Finance Integration Lead.
While SaaS and events are our primary specialisms, Croftlands Consulting works across a range of non-manufacturing service businesses — the financial disciplines of rigorous reporting, tight cashflow management and data-driven decision-making apply equally.
Accountancy, legal, consulting and recruitment firms — where utilisation rates, recovery ratios, partner profitability and WIP management are the critical financial levers.
ISPs and telecoms businesses with recurring revenue models, infrastructure capex and churn characteristics that share much with SaaS — including ARR-equivalent metrics and CAC analysis.
Mobile crane, specialist plant and equipment hire businesses — where asset utilisation, day-rate yield and maintenance cost allocation drive profitability.
Croftlands Consulting focuses on businesses with ARR / revenue under approximately £50m. We are sector-agnostic for businesses with recurring or contracted revenues, or those scaling toward that model.
If you run a non-manufacturing SME that needs senior finance leadership or data-driven financial systems, let’s talk.
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