Emalbu takes growing companies from informal to structured

Emalbu takes growing companies from informal to structured

Fractional CFO, Controller and FP&A services for established SMEs — giving you the cash visibility, margin clarity and reporting discipline.

Fractional CFO, Controller and FP&A services for established SMEs — giving you the cash visibility, margin clarity and reporting discipline.

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Problems we solve

Your numbers should answer questions, not raise them.

Most of the SMEs we work with have built something genuinely good, and now find themselves making bigger decisions with the same finance setup that got them here. These are the four conversations we have most often.

01

Revenue is clear, profitability is not

Decisions get made on instinct because the data has never been structured to answer the question

02

Cash feels tight, even in good months

No rolling forecast, no early warning, no clear picture of when working capital becomes a problem

03

The business has outgrown the finance setup that got you here.

The current framework does not give you the picture the business now needs

04

Banks, buyers, or boards are asking for things you can't easily produce

Suddenly the company needs reporting it has never had to produce before

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What we do

Fractional financial services aligned to your goals.

You need a senior finance brain on the right problems, at the right moments, building the system so the day-to-day runs.

You need a senior finance brain on the right problems, at the right moments, building the system so the day-to-day runs.

01 Strategic

CFO

We sit alongside the owner, define the financial strategy, and bring the discipline of a public-company finance team to a private-company structure.

  • Cash flow forecasting and capital planning

  • Board, bank and investor reporting

  • Pricing, margin and profitability strategy

  • Experience with IFRS and US GAAP

01 Strategic

CFO

We sit alongside the owner, define the financial strategy, and bring the discipline of a public-company finance team to a private-company structure.

  • Cash flow forecasting and capital planning

  • Board, bank and investor reporting

  • Pricing, margin and profitability strategy

  • Experience with IFRS and US GAAP

02 Structural

Financial Controller

The finance backbone. We close the books faster, cleaner, and in a way that means something. We turn bookkeeping into a real management function.

  • Monthly close discipline and reconciliations

  • Management accounts and operating reviews

  • Internal controls and process design

  • Systems selection and implementation

02 Structural

Financial Controller

The finance backbone. We close the books faster, cleaner, and in a way that means something. We turn bookkeeping into a real management function.

  • Monthly close discipline and reconciliations

  • Management accounts and operating reviews

  • Internal controls and process design

  • Systems selection and implementation

03 Analytical

FP&A

The lens through which the business sees itself. Budgets, forecasts, and analysis that drive the conversations that actually move numbers.

  • Annual budgets and rolling forecasts

  • Unit economics and cohort analysis

  • Scenario modelling and decision support

  • KPI design and operational dashboards

03 Analytical

FP&A

The lens through which the business sees itself. Budgets, forecasts, and analysis that drive the conversations that actually move numbers.

  • Annual budgets and rolling forecasts

  • Unit economics and cohort analysis

  • Scenario modelling and decision support

  • KPI design and operational dashboards

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How an engagement looks

A clear, scoped path — from the first conversation to a finance function that runs.

PHASE 01


Diagnostic


A focused three-to-five week review of the finance function: cash, reporting, systems, margins, and the decisions the business is currently making without good information.


Output:


A clear view of the business, with the improvement points that surfaced clearly.

PHASE 02


The plan


We agree on priorities, sequencing, the right mix of CFO, Controller and FP&A support, and what to focus on over the months ahead. The plan is built with the business.


Output:


A clear picture of what to improve, what matters most, and what we'd work on.

PHASE 03


The work


We deliver: the management accounts, the dashboards, the close discipline, whatever the business needs. We run the system ourselves while the team learns the cadence.


Output:


A working finance function, not a slide deck. We support you in creating value in your business.

PHASE 03


The work


We deliver: the management accounts, the dashboards, the close discipline, whatever the business needs. We run the system ourselves while the team learns the cadence.


Output:


A working finance function, not a slide deck. We support your value creation.

PHASE 04


Steady state


Some owners keep us embedded as their senior finance leadership for years. Others hand back to an internal team once the foundation is in place. We agree it upfront.


Output:


Weekly decision loops, monthly reporting, and continued execution support.

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Who we serve

Built for the moment SMEs outgrow their finance setup.

If two or three of these sound like the business, the conversation is worth having.

  1. Revenue between 10M NOK and 40M NOK annually.

ii. Existing finance function is not able to handle all the work anymore.

iii. Preparing for a bank loan, a refinance, a buyer conversation, or a step change in scale.

iv. Growing fast enough that cash and margin questions can no longer be answered from the gut.

v. Having a full-time CFO is not the right answer now.

The way we work

We don't act like outside consultants. We work alongside you, like an internal value-creation team.

We don't act like outside consultants. We work alongside you, like an internal value-creation team.

We don't act like outside consultants. We work alongside you, like an internal value-creation team.

About Emalbu

Pedro Albuquerque is the founder of Emalbu. He studied Accounting in Brazil and Finance in Norway, and built his career in corporate finance and audit at EY, working on engagements for large private and publicly listed companies in Brazil and Norway. His work spans IFRS, US GAAP and Norwegian GAAP.

Those years were spent alongside finance leadership on the things that decide whether a set of numbers can be trusted, from reporting quality and planning processes to internal controls and the systems that support them.

Today Pedro brings the standard of a large corporate finance function to the scale and budget of an SME, professionalizing financial management with rigour and efficiency.

Pedro Albuquerque is the founder of Emalbu. He studied Accounting in Brazil and Finance in Norway, and built his career in corporate finance and audit at EY, working on engagements for large private and publicly listed companies in Brazil and Norway. His work spans IFRS, US GAAP and Norwegian GAAP.

Those years were spent alongside finance leadership on the things that decide whether a set of numbers can be trusted, from reporting quality and planning processes to internal controls and the systems that support them.

Today Pedro brings the standard of a large corporate finance function to the scale and budget of an SME, professionalizing financial management with rigour and efficiency.

Senior experience, brought to a scale SMEs can actually use.

Emalbu was founded on a simple observation. The finance discipline that large corporates take for granted is often missing from SMEs, not because owners do not want it, but because the only way to get it has been to hire a full-time CFO at a cost the business cannot justify.

We bring financial rigour and strong operating standard to companies between 10M NOK and 40M NOK, at a fair price, scoped to the problem, and built to leave a finance function that runs without us.

Emalbu management

The execution arm that keeps the work moving.

Advice is the easy part. What changes a business is the routine that follows it. Forecasts updated every month, books closed on time, and a proper review of the numbers with the people running the company. Most advisors hand that back to you. We take it with you.

The person doing that work is the same person who ran the diagnostic and understands the business. There is no handover to a junior team. It is also why we work with a small number of clients at a time.