What we hear from CFO’s.

CFOs carry a unique burden.

They are asked to optimise performance, manage capital, reduce risk, and ensure return.
But quietly, they’re also expected to hold the company together when deeper tensions emerge.

Some CFOs have told us:

“We hit the numbers—but something still doesn’t feel stable.”
“The metrics look good, but morale is deteriorating.”
“We’re efficient, but it’s unclear whether we’re truly valuable.”

The CFO’s Highest Duty

As businesses grow, they begin to accumulate invisible patterns—assumptions, beliefs, loyalties and habits—that unconsciously separate the Living elements from the Machine dimensions.

This slow uncoupling builds what we call the Great Invisible Wall.
And over time, it begins to erode the institution’s most vital capacity: its ability to renew, to endure, to create multigenerational value.

The highest duty of the CFO is to confront the Great Invisible Wall that erodes value from the 70% Zone and levy’s an economic charge on future cash flows. We help CFO’s see, confront and dismantle the wall within.

The CFO’s Work

The CFO’s role isn’t just to measure value, but to master the 70% Zone where it truly comes from.

This means:

  • Recognising that the biggest risks to future cash flows may be invisible today

  • Learning to integrate the Health of the Living into long-term financial thinking

  • Speaking both the language of markets and the language of meaning

  • Partnering with leadership to reimagine ROI, not just as return on investment, but as return on integrity, trust, and time

The CFO’s work is to realise and make real the 70% Zone and make perpetuity economically legible.

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A space where CFOs learn to speak value in a fuller language—alongside owners, boards, and transformation leaders.

Work with us.

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A 1-day exploration of the business’s invisible architecture—revealing risk patterns that don’t show up on spreadsheets.

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A comprehensive diagnosis of the Health of the Living and its relationship to future economic value and resilience.

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For CFOs stepping into a broader stewardship role—where finance becomes a tool not only for optimisation, but for perpetuity.