Executive Programme · Certificate
Certified
Financial Fluency
Two days that change what you see when someone puts a set of accounts in front of you.
FORMAT
Online, live
DURATION
2 days · 3 hours daily
ADMISSION
Quarterly cohort, limited
FEE
£1,250
I
THE PREMISE
Profit is an opinion.
Cash is a fact.
Most senior people can follow a financial conversation. Far fewer can interrupt one. The difference is not accounting knowledge, it is fluency: hearing a number, knowing what it stands in for, and asking the question the number was arranged to avoid.
This programme is built for people who carry the consequences of financial decisions but were never trained to interrogate them. It assumes no accounting background and offers no shortcuts. It replaces deference with judgement.
II
WHAT CHANGES
By the end of the second day
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You read a statement without translation
Income statement, balance sheet and cash flow stop being three separate documents and start being one story told three ways.
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You can locate where the cash is trapped
Working capital that looks like growth on paper and behaves like a leak in the bank. Where it hides, and how to release it.
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You recognise a red flag before it becomes a headline
The patterns that precede failure are visible years in advance to anyone who knows their shape. You will learn the shape.
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You leave with your own dashboard
Not a template. A small set of measures chosen for your business, built during the programme and run monthly afterwards.
III
CURRICULUM
Two days, four movements
The programme runs live across two consecutive days, three hours each. Sessions are worked, not watched — you bring your own numbers, and you use them.
Day One (Seeing)
01 Phase one — The wake-up call
Why this matters
Forensic teardowns of companies that failed in full view of their own boards. What the numbers were saying, who could have said it, and why nobody did.
02 Phase two — Master the fundamentals
See the hidden story
Profitability, liquidity and leverage as three questions rather than three ratios. How the statements connect, and what movement in one forces in the others.
— Break, networking and open questions
03 The delusion-hunter challenge
A live exercise in spotting what a set of accounts has been arranged to hide. Worked in the room, defended out loud.
04 Reflection and overnight work
You close the day on your own business: one page, one honest reading, brought back to day two.
Day Two (Operating)
05 Phase three — Mastery through application
Real-world practice
Full sets of accounts, unedited. You identify the leaks, the trapped cash and the pressure points, and you say what you would do about each.
06 Phase four — The executive edge
Own the game
Building the dashboard you will actually use, and the questions that go with it — the ones that change the temperature of a board or investor meeting.
— Break, networking and open questions
07 Cash-flow rescue
The final project. A business under real cash pressure, and a plan you have to argue for.
08 Final reflections and recognition
Certificates are conferred to participants who complete both days and the final project.
IV
WHO ATTENDS
You're in good company
Cohorts are kept small and deliberately mixed. The exercises work because a founder, an investor and a product lead read the same page differently, and have to defend the difference.
1. Founders and owner-operators
Running the business on instinct and a bank balance, and ready to stop.
2. Board members and investors
Accountable for judgement on numbers prepared by someone else.
3. Business and product leaders
Making decisions with financial consequences they are not shown the full shape of.
No accounting background is required, and none is an advantage. The programme is taught in the language of operating a business, not preparing its returns.
VI
QUESTIONS