CFO Services

Specialised Interim CFO Services

PBO-OBS provides a range of specialised, senior level interim CFO and financial advisory services aimed at enhancing the financial readiness, governance and resilience of selected projects prior to, during and throughout the funding process.

Specialised Interim CFO Services

PBO-OBS provides a range of specialised, senior level interim CFO and financial advisory services aimed at enhancing the financial readiness, governance and resilience of selected projects prior to, during and throughout the funding process.

Morten Jøhnk

PBO-OBS Global Group

CFO

Morten initially obtained a bachelor’s degree in Economics and Business Administration at Copenhagen Business School, followed by a master’s degree in Accounting and Business Management.

He has managed SMEs for the last 20 years and has been especially successful in his work with bridging markets, strategy, IT and Finance in both a Danish and International context. He is used to working internationally and has lived and worked in Germany.

Through his work as a CFO, Morten has also extensive experience with risk management and the optimization and digitalization of processes.

Throughout his career, Morten has drawn on the knowledge and experience he has gathered from being an elite sportsman for more than 20 years, specifically related to the creation of a corporate culture that creates results. He can step into situations where strategy must be executed, structures strengthened and momentum accelerated.

The CFO

Morten initially obtained a bachelor’s degree in Economics and Business Administration at Copenhagen Business School, followed by a master’s degree in Accounting and Business Management.

He has managed SMEs for the last 20 years and has been especially successful in his work with bridging markets, strategy, IT and Finance in both a Danish and International context. He is used to working internationally and has lived and worked in Germany.

Through his work as a CFO, Morten has also extensive experience with risk management and the optimization and digitalization of processes.

Throughout his career, Morten has drawn on the knowledge and experience he has gathered from being an elite sportsman for more than 20 years, specifically related to the creation of a corporate culture that creates results. He can step into situations where strategy must be executed, structures strengthened and momentum accelerated.

Morten Jøhnk
PBO-OBS Global Group
CFO

The CFO

1. Project Maturity Programme

The Project Maturity Programme is designed for projects that have commercial potential but are not yet sufficiently mature for a serious funding process.

This may include projects with an interesting concept, strong market potential or experienced sponsors, but where the financial structure, documentation, governance or business case still needs further development.

Two Possible Formats:

A. Project Maturity Sprint

A short and focused programme, typically 6–8 weeks.

Suitable for projects that are relatively close to being ready, but need financial structure, clarification and documentation before being presented to funders or investors.

B. Project Maturity Partnership

A longer-term maturity process, potentially 12–24 months.

Suitable for early-stage, complex or large-scale projects where financial maturity must be built over time before the project is ready for funding.

Typical Content

Review of current business case and financial assumptions.
Assessment of funding readiness.
Identification of key financial gaps and risks.
Development or improvement of budget, forecast and cash flow.
Clarification of capital need and funding logic.
Review of use of funds.
Establishment of basic financial governance.
Preparation of management and board-level reporting.
Support in building a credible financial roadmap towards funding.

Value for the Client

The client receives a clear and practical roadmap for becoming funding-ready.

Instead of receiving a simple “not ready”, the client gets a structured view of what needs to be improved and how to move forward and develop a more promising project that may otherwise be rejected too early.

2. Financial Leadership Support

Financial Leadership Support is aimed at projects and companies where bookkeeping and external accounting may already be in place, but where there is no financial leadership layer between the bookkeeper, auditor, management, board and potential funders.

This is a common issue in founder-led businesses, project companies and developing ventures. The numbers may exist, but they are not yet translated into management insight, forward-looking financial planning or decision support.

Typical Content

Monthly financial overview and management reporting.
Budget and forecast preparation.
Cash flow forecasting and liquidity overview.
Analysis of financial performance and deviations.
KPI structure and follow-up.
Preparation of financial input for board meetings.
Coordination with bookkeeper and auditor.
Support in answering financial questions from owners, board or funders.
Establishment of basic financial processes and routines.
Translation of accounting data into actionable management insight.

Value for the Client

The client receives a stronger financial

overview and better decision support without necessarily hiring a full-time CFO.

This also helps management to develop better financial discipline, clearer reporting and

more reliable information. Consequently, the board is then able to make better decisions and improve the project’s credibility. Ultimately,

this reduces friction in

the funding process and makes it easier to assess and present the project professionally.

Typical Content

Monthly financial overview and management reporting.
Budget and forecast preparation.
Cash flow forecasting and liquidity overview.
Analysis of financial performance and deviations.
KPI structure and follow-up.
Preparation of financial input for board meetings.
Coordination with bookkeeper and auditor.
Support in answering financial questions from owners, board or funders.
Establishment of basic financial processes and routines.
Translation of accounting data into actionable management insight.

Value for the Client

The client receives a stronger financial overview and better decision support without necessarily hiring a full-time CFO.

This also helps management to develop better financial discipline, clearer reporting and more reliable information. Consequently, the board is then able to make better decisions and improve the project’s credibility. Ultimately, this reduces friction in the funding process and makes it easier to assess and present the project professionally.

3. External Project CFO

External Project CFO is a more involved role for projects that require ongoing CFO-level support, but where a full-time CFO is either not available or not yet justified.

This service is relevant for larger or more complex projects where financial leadership, funding preparation, governance and stakeholder communication are central to progress.

Typical Content

Acting as external CFO for the project.
Financial planning and forecasting.
Cash flow and working capital management.
Funding preparation and financial documentation.
Capital structure considerations.
Support in investor, lender and board communication.
Review and improvement of financial model.
Risk assessment and scenario planning.
Financial governance and reporting routines.
Ongoing sparring with project owners, management and board.

Value for the Client

The client gains access to experienced CFO expertise without the need to make a permanent senior appointment.

This strengthens the project's financial management and helps ensure that financial decisions are made with appropriate structure, rigour and experience. It is particularly valuable where financial complexity or a lack of internal financial leadership could otherwise undermine the funding process.

It also enhances the quality, credibility and investor readiness of the information and documentation presented to potential funders and investors.

Typical Content

Acting as external CFO for the project.
Financial planning and forecasting.
Cash flow and working capital management.
Funding preparation and financial documentation.
Capital structure considerations.
Support in investor, lender and board communication.
Review and improvement of financial model.
Risk assessment and scenario planning.
Financial governance and reporting routines.
Ongoing sparring with project owners, management and board.

Value for the Client

The client gains access

to experienced CFO expertise without the need to make a permanent senior appointment.

This strengthens the project's financial management and helps ensure that financial decisions are made with appropriate structure, rigour and experience.

It is particularly valuable where financial complexity or a lack of internal financial leadership could otherwise undermine

the funding process.

It also enhances the quality, credibility and investor readiness of the information and documentation presented to potential funders and investors.

3. External Project CFO

External Project CFO is a more involved role for projects that require ongoing CFO-level support, but where a full-time CFO is either not available or not yet justified.

This service is relevant for larger or more complex projects where financial leadership, funding preparation, governance and stakeholder communication are central to progress.

Typical Content

Acting as external CFO for the project.
Financial planning and forecasting.
Cash flow and working capital management.
Funding preparation and financial documentation.
Capital structure considerations.
Support in investor, lender and board communication.
Review and improvement of financial model.
Risk assessment and scenario planning.
Financial governance and reporting routines.
Ongoing sparring with project owners, management and board.

Value for the Client

The client gains access to experienced CFO expertise without the need to make a permanent senior appointment.

This strengthens the project's financial management and helps ensure that financial decisions are made with appropriate structure, rigour and experience. It is particularly valuable where financial complexity or a lack of internal financial leadership could otherwise undermine the funding process.

It also enhances the quality, credibility and investor readiness of the information and documentation presented to potential funders and investors.

4. Project Recovery Review

Project Recovery Review is designed for projects that have entered a funding process or development process but are beginning to lose momentum.

The issue may be financial, organisational, documentation-related or linked to investor confidence. The objective is to identify whether the project can be brought back on track - and if so, what needs to happen.

4. Project Recovery Review

Project Recovery Review is designed for projects that have entered a funding process or development process but are beginning to lose momentum.

The issue may be financial, organisational, documentation-related or linked to investor confidence. The objective is to identify whether the project can be brought back on track - and if so, what needs to happen.

Typical Triggers

The funding process has stalled.
Investors or lenders have lost confidence.
Financial assumptions are being challenged.
Documentation is incomplete or inconsistent.
The budget or timeline has changed materially.
Project milestones are not being met.
The project team cannot answer key financial questions clearly.
Cash flow, capital need or use of funds is unclear.

Typical Content

Rapid review of current project status.
Identification of financial and operational bottlenecks.
Assessment of revised funding need.
Review of cash flow, budget and assumptions.
Clarification of what has changed and why.
Recovery plan with prioritised actions.
Support in rebuilding credibility with stakeholders.
Recommendation on whether to continue, restructure, pause or stop the process.

Typical Triggers

The funding process has stalled.
Investors or lenders have lost confidence.
Financial assumptions are being challenged.
Documentation is incomplete or inconsistent.
The budget or timeline has changed materially.
Project milestones are not being met.
The project team cannot answer key financial questions clearly.
Cash flow, capital need or use of funds is unclear.

Typical Content

Rapid review of current project status.
Identification of financial and operational bottlenecks.
Assessment of revised funding need.
Review of cash flow, budget and assumptions.
Clarification of what has changed and why.
Recovery plan with prioritised actions.
Support in rebuilding credibility with stakeholders.
Recommendation on whether to continue, restructure, pause or stop the process.

Value for the Client

The client receives a structured and honest assessment of what is wrong and what can be done, ensuring that troubled projects are identified and addressed professionally at an early stage.

In some cases, this may help save the project. In others, it may help avoid further costs and unnecessary effort being invested in a project that is no longer viable.

Value for the Client

The client receives a structured and honest assessment of what is wrong and what can be done, ensuring that troubled projects are identified and addressed professionally at an early stage.

In some cases, this may help save the project. In others, it may help avoid further costs and unnecessary effort being invested in a project that is no longer viable.

5. Supporting Modules

The following services may be included as part of the main services above, depending on the needs of the specific project.

Capital Need & Funding Logic

Clarifies how much capital is required, when it is required, what it will be used for, and how the funding should support the development of the project.

5. Supporting Modules

The following services may be included as part of the main services above, depending on the needs of the specific project.

Capital Need & Funding Logic

Clarifies how much capital is required, when it is required, what it will be used for, and how the funding should support the development of the project.