Advisory built on your real numbers, not a briefing pack
Every centre reaches the decisions that execution alone cannot answer: how to price transactions between your entities, whether the numbers support the next stage of growth, what a due diligence will find before an investor does, how to present India correctly in your group accounts.
This is our advisory tier, and it carries a structural advantage no external consultant can offer: the Chartered Accountants advising you already run your books, your payroll, and your compliance. The analysis starts from your actual numbers, and the recommendations come from people who will still be accountable to you when they are implemented.
The moments that call for judgement
Advisory engagements usually begin at one of these moments:
Your intercompany flows are growing.
The centre now bills its parent, and transfer pricing has moved from a formality to a position that must be designed, documented, and defended.
A transaction is coming.
A fundraise, an acquisition, or a sale will put your India entity under due diligence, and you want to find the issues before someone else's advisors do.
The finance function has outgrown bookkeeping.
You need forecasting, board-grade analysis, and someone senior who owns the India numbers, without hiring a full-time CFO for the role.
The group needs India explained properly.
Your auditors and investors work in US GAAP or IFRS; your Indian entity does not. Someone has to make the two meet, correctly and every quarter.
You suspect the operation could run better.
Costs, processes, or controls have drifted from the plan, and you want an honest assessment from people with no incentive to sell you a transformation programme.
If none of these describe you yet, you likely need our Entity setup or Compliance and operations services first, and this tier will be waiting when the questions arrive.
Virtual CFO: senior financial leadership, sized to your centre
Most India centres need CFO-level judgement long before they can justify a full-time CFO hire. The virtual CFO service closes that gap: a senior Chartered Accountant who owns your India finance function the way a CFO would.
What that ownership looks like:
Your numbers, forecast and explained.
Budgets, cash flow forecasting, and variance analysis that tells you why, not just what. The India centre stops being the entity nobody at head office can explain.
Board-ready reporting.
A monthly finance narrative your CFO and board can rely on, in your standards and your format, with the questions anticipated before they are asked.
Cost and burn discipline.
The centre's spend tracked against the model you approved, with drift flagged early, because a centre that quietly exceeds its budget is how India loses internal support.
A senior counterpart for your leadership.
Someone your group CFO can call who knows the entity completely, speaks their language, and carries professional accountability for the answers.
The difference from a consultant: a virtual CFO from ATG sits on top of books we keep, payroll we run, and compliance we manage. Nothing is second-hand, and no finding arrives too late to act on.
Eight further disciplines, one accountable team
Transfer pricing and global tax strategy.
Your intercompany pricing designed to be defensible, documented to survive scrutiny, and aligned with your group's global tax position. The goal is a position you never have to be nervous about.
Tax planning.
Your India structure and flows reviewed for efficiency within the law, before year-end rather than after it. Planning is cheaper than amending, every time.
Due diligence.
Your entity examined the way an acquirer's advisors would examine it: filings, books, contracts, and controls, with findings you can fix in private rather than negotiate in public.
M&A support.
Financial and structural support for acquisitions, restructurings, and exits involving your India operations, from valuation groundwork to post-deal integration of entities and teams.
Risk advisory.
The honest map of what could hurt your centre: regulatory exposure, control weaknesses, concentration risks, and the mitigations worth their cost. Prioritised, not encyclopaedic.
Business process optimisation.
Your centre's processes examined against how they actually run, with improvements measured in cost, speed, or control, recommended by people with nothing to gain from complexity.
Financial modelling.
Expansion cases, second-site decisions, and scenario models built on your real operating data, so the board debates assumptions rather than arithmetic.
US GAAP and IFRS advisory.
Your Indian entity's numbers translated correctly into your group's standards, with the judgements documented, so consolidation and audit never stall on India.
Common questions about our advisory services
Do we need to use your other services to engage you for advisory?
How is a virtual CFO different from an outsourced accountant?
Is the virtual CFO a dedicated person?
Can you work alongside our group CFO and auditors?
When does transfer pricing become relevant for a GCC?
Ready to talk about your centre in India?
Tell us where you are in your thinking. We respond within one business day and work across US, UK, and European time zones.