Discover Jamie Whelan

Good decisions don’t come from better reports; they come from asking the right questions. A significant part of my role as a CFO is providing CFO consulting to help business owners and leadership teams step back from the day-to-day grind, allowing them to think more clearly about what’s genuinely driving performance. This process begins with challenging the status quo. It’s not just about accepting what’s in front of us; it’s about asking: What are we missing? What’s really driving this result? What happens if we take a different approach? 

This approach involves thinking laterally, looking beyond the obvious answers, and considering the wider context in which the business operates. This includes: 

- Macroeconomic conditions and their impact on demand, cost, and risk 

- Geopolitical factors that can influence markets and stability 

- Strategic opportunities, such as acquisitions, investment, or structural change 

From there, the focus shifts to action. Ideas alone don’t propel a business forward; they need to be tested, shaped, and implemented in a way that aligns with the business strategy. My role is to provide leadership team support and help turn those strategic conversations into clear, informed decisions. I then assist the business in executing these decisions effectively, as ultimately, strategy only matters if it leads to better outcomes.

A leadership team only works when there’s real clarity and accountability behind it. In many businesses, roles blur, ownership is unclear, and financial responsibility sits in the background rather than at the center of decision-making. That’s where things start to drift. 

My CFO consulting work with leadership teams focuses on bringing structure to that. Using principles aligned with EOS and true accountability (even as an outsourced function), I help define what the finance seat actually owns within the team. This goes beyond just reporting; it includes clarity, challenge, and informed decision-making. That means: 

- Clear ownership of numbers and outcomes 

- Regular, structured conversations around performance 

- Holding the team to account against what’s actually happening in the business 

It’s not about adding complexity; it’s about ensuring everyone understands their role, the numbers behind it, and how the decisions that are being made impact them and the finances. With financial acumen training in place, leadership teams can move faster, with more confidence and far less noise.

One of my key learnings in the business world is that strong businesses aren’t built on instinct alone; they’re built on understanding. Too often, business leaders are expected to make critical decisions without a clear grasp of the numbers behind them. They rely on reports they don’t fully trust, understand, or worse, ignore them altogether and fall back on gut feel or whatever the bank account balance is showing. 

This is where CFO consulting and financial acumen training come into play. Coaching, mentoring, and training leaders in financial acumen changes that. It provides them with the ability to properly interpret what’s happening in their business, ask better questions, and make decisions with clarity and confidence. 

It transforms finance from a reactive function into something proactive: a tool for direction, control, and growth. For future leaders, this foundation is even more important. Without it, they risk inheriting responsibility without the understanding needed to carry it. With it, they step into leadership already equipped to think commercially, not just operationally. 

Ultimately, building financial capability in leaders isn’t about turning them into accountants; it’s about giving them the awareness and control needed to run a business properly, supported by their leadership team.

What started as an attempt to clearly articulate Stryde’s “proven process” quickly evolved into something bigger: a series of discussions about what a good finance function truly entails.

Working closely with my fellow directors at Stryde, Kieran C. James and Lisa Eccles, we repeatedly encountered the same challenge: many business leaders lack a clear understanding of what constitutes “good” finance. This gap highlighted the need for CFO consulting, which could provide clarity and structure.

This realization led us to the decision to write a book. Not a theoretical piece, but a practical guide designed to help business owners navigate the finance seat properly across various stages of business growth, levels of complexity, and real-world challenges. Our focus included essential elements like financial acumen training and leadership team support to empower business leaders.

The aim was straightforward: to give business owners a clearer understanding of what they should be building, and how to build it the right way.

Outside of my professional life as a CFO consultant, I keep things pretty simple. I play guitar, spend time on the bike, and follow Newcastle United (as a season ticket holder, so there’s a fair bit of emotional commitment involved). 

I’m married to my darling wife Sarah, who is endlessly supportive. We’ve got a miniature long-haired cream dachshund called Miguel (or Miggy), named after a former Newcastle player, which probably tells you everything you need to know! 

I'm also technically a Lord (admittedly just a 'Lord of the Manor'), which returns a surprising number of hotel room upgrades! 

As an avid cook, often experimental in the kitchen, I enjoy preparing meals that reflect my financial acumen training, especially since living in a gluten-free household means even simple meals require sourcing some creative alternative ingredients. My leadership team support at home extends to trying new recipes together.

Charity is important to me because it’s a practical way to make a real difference in people’s lives. I don’t see it as something abstract or occasional; it’s an integral part of how I live and show up. 

Personally, I support charities in three main ways. 

Firstly, I donate financially where I can, often in support of initiatives focused on CFO consulting to help organizations manage their finances effectively. 

Secondly, I give my time. Volunteering allows me to be more hands-on and connected to the impact. Typically, this involves providing financial acumen training, imparting knowledge, building resilience, and educating individuals who may have great ideas but lack true business acumen. 

Finally, I take part in specific fundraising activities to further support these causes.