{"ok":true,"passport":{"revision_id":"a89f82aa-c0a2-48ee-8205-e4eb45a14ea5","revision_origin":"course","name":"Philip Wilson","city":"BERWICK","state":"VIC","slug":"philip-wilson-0248b29a16","canonical_url":"https://mcp-api.admin.gnr.media/public/passports/philip-wilson-0248b29a16","marketing_passport_html_url":"https://mcp-api.admin.gnr.media/public/passports/philip-wilson-0248b29a16","compiled_text":"Philip Wilson\nMarketing Passport\n\nYour complete marketing foundation, organised in one place.\n\n1. Business Basics\nWebsite Address\n\nBusiness Stage\nGrowing\n\nCountry\nAU\n\nWhich industry best describes your primary business?\nFinancial services — Fractional (part-time) CFO and outsourced financial management for small and medium businesses.\n\nHow does your business primarily operate?\nI'm a partner in the CFO On Call franchise network and also take independent engagements. I act as a part-time CFO for SME owners on monthly retainers or fixed-scope projects, mostly online, with on-site visits across Greater Melbourne.\n\nWhere do you currently serve customers?\nOn-site across Greater Melbourne, and online for SMEs anywhere in Australia.\n\nIf you have a physical presence, where is it located?\nOn-site across Greater Melbourne, and online for SMEs anywhere in Australia.\n\nWhich location matters most for your growth right now?\nGreater Melbourne, starting with the south-east near my Berwick base. I also serve clients Australia-wide online.\n\n2. Mission, Vision, and Values\nMission (what you do and who you help?)\nI help owner-operators of growing SMEs take control of their numbers, so they can make confident decisions, grow profitably and build a business that's ready for a future sale or exit.\n\nVision (what success looks like in the future?)\nA future where every SME owner has the financial clarity and confidence of a full-time CFO — without needing to hire one.\n\nCore values (3–5 guiding principles)\nIntegrity — Honest, transparent work in every engagement, so clients have real confidence in the numbers I give them.\nClarity Over Complexity — Translating the numbers into plain, common-sense insight — not jargon — so owners can actually act on it.\nIndependence — An outside, unbiased perspective that asks the hard questions clients and their teams are too close to ask themselves.\nPractical Impact — Focused on what can be improved, not on assigning blame — every insight is meant to be usable.\n\n3. Products and Services\nList of core products/services.\nBusiness Health Check (one-off financial review)\nReview of financial results and position\nBudgets\nForecasts\nCashflow projections\nAssistance with external audits\nAssistance preparing information for tax advisors\nDesigning internal controls (safeguarding assets, preventing fraud and errors)\nOngoing Fractional CFO Retainer (the umbrella offer covering all of the above on a continuing basis)\n\nOutcomes: the results your customers get.\nClarity on where the business actually stands financially\nControl over budgets, forecasts, and cashflow — no more flying blind\nConfidence in the numbers, both internally and with external parties (auditors, tax advisors, lenders)\nFewer surprises — cash and performance issues caught early, not after the fact\nStronger protection against fraud and error through better controls\nA business that's positioned to grow — and ready for a future exit\n\nPricing: how you package or charge for your work.\nCommercial in Confidence\n\nHero Offer: the offer that drives most of your revenue.\nThe Ongoing Fractional CFO Retainer — this is what drives the majority of revenue. It bundles the standalone services (health checks, budgets, forecasts, cashflow, audit and tax support, controls) into a continuous relationship, rather than one-off engagements.\n\n4. Audience and Customers\nIdeal customer profile (plain English).\nOwner-operators of Australian SMEs turning over roughly $2M–$50M, mainly in trades and construction, professional services, hospitality and healthcare. The owner has run the finances themselves, with a bookkeeper, for longer than the business can support. Typical signs: personal and business spending mixed together, several entities or sites with no combined view of cash, and reports that only look backwards. They sense something isn't right with the numbers but don't need, or can't yet justify, a full-time CFO.\n\nCustomer segments (if you serve more than one type of customer).\nMulti-site and franchise operators (for example, an auto maintenance franchise group): personal and business transactions mixed together, with no clean view of how each site performs. Multi-entity businesses (for example, a commercial fit-out business): several operating companies with no consolidated cashflow view. Owners getting ready for finance or a future sale: they need numbers a bank, investor or buyer will trust. Across all three, the common thread is the stage the books are at, not the industry. I focus on trades, professional services, hospitality and healthcare.\n\nCustomer Problems: the challenges they face.\nPersonal and business finances tangled together, making it hard to see true business performance\nNo single, reliable view of cash position — especially across multiple entities or sites\nReporting that's backward-looking only, with no forecast to plan or make decisions against\nNot enough internal finance capability to solve this themselves, but not yet at the size to justify a full-time CFO\nCosts rising faster than prices, with margin quietly shrinking on some jobs or products.\nA bank or lender asking for a cashflow forecast the business doesn't have.\n\nWhy do customers choose you?\nI don't just point out the mess — I rebuild the structure: the cashflow model, the separation of personal and business spending, the forecasts. Owners get CFO-level thinking without a full-time salary. I bring an independent, audit-trained eye from more than 15 years at Big 4 firms, plus 9 years leading finance inside FMCG sector, so I ask why a number looks the way it does. I'm based in Melbourne, available in person or online, and backed by the CFO On Call national network.\n\n5. Competitors and Differentiators\nDirect Competitors: businesses offering similar products or services.\nOther fractional/part-time CFO providers, including franchise networks and independent fractional CFOs in Australia.\n\nIndirect Competitors: alternatives your customers might choose instead.\nStaying with the existing bookkeeper or accountant, hiring a full-time CFO or financial controller, DIY spreadsheets and dashboards, or doing nothing until the bank balance forces action.\n\nYour Edge: what you do differently and why customers choose you.\nWhat I do differently\nMost bookkeepers and accountants tell you what happened last quarter. I build the numbers forward — modelling what a rate hike, a cost increase, or a softening market actually does to your cash position and your margin before it happens, not after your bank balance tells you. I don't stop at the P&L total either: I break margin down by product or job, so you can see exactly where a cost increase is being absorbed versus where it's quietly eating your profit. And because I'm independent, I'll raise the pricing conversation most SMEs would rather avoid — the one instinct that erodes margin fastest is absorbing cost increases instead of passing them on, and someone needs to say that out loud.\n\nWhy customers choose me\nThey get senior-level financial thinking without the cost or commitment of a full-time CFO — someone experienced enough to ask the hard questions, and available enough to ask them before the numbers force the conversation. It's not a service for when things are already broken; it's for businesses that want to see problems three months before they show up in the bank balance, and want an outside perspective they can trust to be direct rather than comfortable.\n\n6. Brand Positioning and Messaging\nPositioning Statement: the core idea you want to own.\nThe Fractional CFO who shows Melbourne SME owners cash and margin problems three months before their bank balance does.\n\nShort pitch / 7-second explanation.\nI'm a Fractional CFO for SME owners under margin pressure — I tell you what's coming, three months before your bank balance does.\n\nHooks/Taglines: memorable lines that spark interest.\nThe numbers, three months ahead.\nKnow what's coming. Not just what happened.\nYour bank balance should be the last place you find out.\nForward-looking finance for businesses already under pressure.\nCFO-calibre thinking. Fractional cost. No surprises.\nI don't report the past. I model what's next.\nSee the squeeze before it arrives.\nAhead of the numbers, not behind them.\n\nTone of Voice: choose the style that fits your brand.\nDirect and plain-spoken: short, declarative sentences — if a claim can be said in eight words, it isn't said in fifteen. Specific over vague: reach for the real number (\"three months,\" \"0.25% rate rise adds $208 a month to a $1M loan,\") instead of \"significant\" or \"in the near term.\" Willing to name the uncomfortable thing: most advisors soften the pricing conversation or the cost creeping up on margin — this brand says it plainly, because that's the value being sold. Confident, not performative: the directness is earned by specifics, not volume — no exclamation points standing in for energy, no bravado standing in for evidence.\n\nDo: lead with the number (\"a 0.25% rate rise adds about $208 a month in interest on a $1M loan,\" not \"rates may rise soon\"); write in the active voice (\"I'll flag it in Q2,\" not \"issues may be identified\"); say the hard thing directly (\"you're absorbing the cost instead of pricing for it\"); keep sentences to one idea.\n\nDon't: hedge (\"might,\" \"could potentially,\" \"in some cases\"); reach for jargon (\"synergy,\" \"leverage\" as a verb, \"solutioning\"); soften a hard finding to spare feelings; let a sentence run past two clauses.\n\n7. Brand Story\nWho is your ideal customer?\nAn SME founder whose business has outgrown their own head. In the early days, revenue, costs, and cash in the bank were all instinct and memory — a good bookkeeper was all that was needed to keep the records straight. But the business has grown. Customers have multiplied, complexity has crept in, and the owner now needs to step back from the day-to-day and focus on the core of the business they built. At this stage, bookkeeping alone is no longer enough — they need professional help to run the business efficiently.\n\nWhat are they struggling with?\nRevenue is growing, but cashflow hasn't kept pace with it. Macroeconomic pressures — rising interest rates, stubborn inflation, a shifting job market — are squeezing profitability in ways that used to take care of themselves. The owner, who built this business with their own hands, is now further from the numbers than ever, unsure which scenarios or decisions will actually turn things around.\n\nHow does your brand help?\nAs a Fractional CFO, I guide SME owners through exactly this turning point — modelling the business under different revenue and cost scenarios, and showing them precisely which levers to pull to change the outcome. I bring a trusted advisor's perspective, built on Big 4 audit experience and years leading finance inside real, growing businesses — so the guidance isn't theoretical, it's grounded in having sat inside these numbers before.\n\nWhat does life look like after success?\nThe business owner's life changes for good. They gain real visibility into their financial performance, make decisions with confidence instead of guesswork, and feel back in control of the business they built — free to focus on the product and the customers, knowing someone experienced has their back on the numbers.\n\n8. Brand Personality and Voice\nBrand personality traits.\nTrusted Advisor Credible before you speak — the Big 4 audit background and years leading finance inside real businesses mean advice lands as experience, not opinion. I've sat on both sides of the table.\n\nClear-Headed The calm in the room when the numbers get messy. Where others see noise — rising rates, thinning margins, growth outpacing cash — you see a set of levers and a plan.\n\nStraight-Talking No hiding behind jargon or hedging behind \"it depends.\" You tell business owners what the numbers actually mean and what to do about it, in language they can act on immediately.\n\nEmpowering The goal isn't to make the owner dependent on you — it's to hand them back visibility and control. You explain the \"why,\" not just the \"what,\" so their confidence grows alongside their business.\n\nPragmatic Every insight ends in an action. Scenario models and financial theory are tools, not the product — the product is a clear next move.\n\nVoice Guidelines: the do's and don'ts that keep your communication consistent.\nDo:\nSpeak plainly. Translate financial concepts into language a non-finance founder can act on (\"this means your cash runway shortens by two months,\" not \"working capital deterioration\").\nLead with the recommendation, then the reasoning. Owners are busy — give them the lever first, the logic second.\nUse concrete numbers and scenarios over abstractions. \"If costs rise 8%, margin drops to X\" lands harder than \"costs are a concern.\"\nAcknowledge the human weight of running a business. Growth stress and cashflow anxiety are real — speak to the owner, not just the spreadsheet.\nEarn authority through specifics, not adjectives. Reference real experience (audit background, industry finance leadership) rather than claiming expertise outright.\nAsk sharp, diagnostic questions before prescribing — a good CFO listens before modelling.\n\nDon't:\nDon't use unexplained jargon (EBITDA, working capital cycle, accruals) without a plain-language translation alongside it.\nDon't hedge into vagueness. Avoid \"it could potentially maybe help\" — say what you'd actually do.\nDon't talk down to the owner or lecture. They're the expert in their business; you're the expert in the numbers.\nDon't fearmonger about the economy or their finances to create urgency — the confidence you build should come from clarity, not alarm.\nDon't oversell or use hype language (\"game-changing,\" \"revolutionary\"). Credibility comes from restraint, not superlatives.\n\nOne-Word Descriptor: the single word that captures your brand's essence.\nClarity\n\n9. Brand Style Guide\nLogo usage notes.\nThis is a registered trademark logo of the franchise.\n\nBrand colour # numbers\n#6F2C60 Plum — primary brand colour, headings and key accents\n#884F7A Mauve — secondary accent\n#F0ECEF Pale lilac — backgrounds and panels\n#020202 Near-black — body text\n\nFonts / typography.\nHeadings: [CFO On Call headline font]. Body: [body font]. If unavailable, a clean modern sans-serif.\n\nVisual preferences.\nUse only as supplied by CFO On Call; do not recolour, stretch or alter.\n\n10. Website and Infrastructure\nWhat website platform do you use? Tick one. If you select other, please provide the platform name.\nNo website of my own yet. My profile sits on the CFO On Call site (cfooncall.com.au), which the franchisor runs.\n\nWhere is your Domain or DNS hosted?\nNot applicable. I don't have my own domain yet.\n\n11. Marketing Channels\nCurrent channels in use.\nCommercial in Confidence\n\nChannels you want to use next.\n1.\tReferral partners in Melbourne: bookkeepers, accountants, business brokers, commercial bankers and lawyers whose clients have outgrown basic bookkeeping. Target 8–10 active partners.\n2.\tLinkedIn content: 2–3 posts a month with worked examples — how a rate rise hits a services business's margin, a cashflow scenario in plain numbers.\n3.\tSpeaking and workshops: chambers of commerce, industry associations, and client events run by accounting firms and banks.\n4.\tGoogle Business Profile for south-east Melbourne [subject to franchise approval]. Later: a quarterly email to former colleagues and Big 4 alumni, and local business podcasts and press.\n\nPaid vs organic mix (if any).\nOrganic only for now. The CFO On Call network covers national promotion; my own small budget goes on professional photos, case studies and local events rather than ads.\n\n12. Marketing Assets\nExisting assets (logo files, photos, videos, testimonials, case studies, written content).\nLogo Files\tOne logo file, supplied by CFO On Call (the franchisor).\nPhotos\tOne professional headshot (also used on LinkedIn).\nVideos\tNone.\nTestimonials\tTwo older LinkedIn recommendations; a third (more recent) requested and pending.\nCase Studies\tExamples of businesses helped and results achieved, currently only described within my LinkedIn profile.\nWritten Content\tA bio on my LinkedIn profile; a profile page on the CFO On Call franchisor website; plus the brand story, brand personality & voice guide, and a brand story and voice guide (this Passport).\n\n13. Keywords and SEO Focus\nCore topics you want to be known for.\nCashflow management and forecasting for small business Scenario planning for rate rises, rising costs and downturns Pricing and profit margins Getting bank- and investor-ready When and why to hire a Fractional CFO.\n\nPrimary keywords/themes (the search terms and themes your ideal customers actually use)\nfractional CFO Melbourne fractional CFO Australia part-time CFO for small business fractional CFO cost fractional CFO vs full-time CFO do I need a CFO for my small business cash flow management for small business cash flow forecasting for business 13 week cash flow forecast why is my business profitable but I have no cash how will interest rate rises affect my business how to improve profit margins why is my profit margin shrinking how to get a business loan approved what do banks look for in financials cash flow management for trades businesses fractional CFO for healthcare practices\n\n14. Goals and Success Metrics\nPrimary business goal (your main focus for the next 6–12 months).\nBuild a founding client base in Greater Melbourne: 4–8 retainer or project clients over the next 12 months in trades, professional services, hospitality and healthcare businesses turning over $2M–$50M, with most new work coming from referrals and inbound enquiries by month 12. Remote clients Australia-wide are welcome.\n\nKey outcomes you care about (leads, sales, visibility, etc.).\nClient wins\tThe ultimate measure — paying engagements signed\t4–8 new clients in 12 months (roughly 1 every 6–8 weeks)\tSimple client log (start date, sector, source)\n\nPipeline / leads\tInquiries or introductions before they convert\t3–5 qualified conversations per month by month 6\tCRM or even a spreadsheet: date, source, status\n\nReferral network\tRelationships that generate leads without ongoing effort\t8–10 active referral partners (bookkeepers, accountants, brokers, bankers, lawyers) making at least one introduction each\tA simple partner list with \"last contact\" and \"referrals sent\" columns\n\nVisibility\tWhether the market is starting to recognise you\tSteady LinkedIn growth + engagement (aim for 2–3 posts/month minimum, with visible engagement from your target sectors) plus 1–2 speaking/workshop appearances\tLinkedIn analytics, event count\n\nAsset completion\tWhether the foundation is actually built (from your Marketing Assets inventory)\tLogo pack, 2–3 case studies, consolidated bio, and 3+ fresh testimonials completed within the first 3 months\tChecklist against the assets inventory\n\nConversion rate\tHow efficiently leads become clients\tTrack from month 3 onward once I have enough data — even a rough sense of \"X conversations to 1 client\" helps me know how much pipeline I need\tSame log as pipeline\n\nBiggest constraints: what's limiting progress (time, budget, clarity, systems).\nCommercial in Confidence\n","compiled_search_text":"philip wilson marketing passport your complete marketing foundation, organised in one place. 1. business basics website address business stage growing country au which industry best describes your primary business? financial services — fractional (part-time) cfo and outsourced financial management for small and medium businesses. how does your business primarily operate? i'm a partner in the cfo on call franchise network and also take independent engagements. i act as a part-time cfo for sme owners on monthly retainers or fixed-scope projects, mostly online, with on-site visits across greater melbourne. where do you currently serve customers? on-site across greater melbourne, and online for smes anywhere in australia. if you have a physical presence, where is it located? on-site across greater melbourne, and online for smes anywhere in australia. which location matters most for your growth right now? greater melbourne, starting with the south-east near my berwick base. i also serve clients australia-wide online. 2. mission, vision, and values mission (what you do and who you help?) i help owner-operators of growing smes take control of their numbers, so they can make confident decisions, grow profitably and build a business that's ready for a future sale or exit. vision (what success looks like in the future?) a future where every sme owner has the financial clarity and confidence of a full-time cfo — without needing to hire one. core values (3–5 guiding principles) integrity — honest, transparent work in every engagement, so clients have real confidence in the numbers i give them. clarity over complexity — translating the numbers into plain, common-sense insight — not jargon — so owners can actually act on it. independence — an outside, unbiased perspective that asks the hard questions clients and their teams are too close to ask themselves. practical impact — focused on what can be improved, not on assigning blame — every insight is meant to be usable. 3. products and services list of core products/services. business health check (one-off financial review) review of financial results and position budgets forecasts cashflow projections assistance with external audits assistance preparing information for tax advisors designing internal controls (safeguarding assets, preventing fraud and errors) ongoing fractional cfo retainer (the umbrella offer covering all of the above on a continuing basis) outcomes: the results your customers get. clarity on where the business actually stands financially control over budgets, forecasts, and cashflow — no more flying blind confidence in the numbers, both internally and with external parties (auditors, tax advisors, lenders) fewer surprises — cash and performance issues caught early, not after the fact stronger protection against fraud and error through better controls a business that's positioned to grow — and ready for a future exit pricing: how you package or charge for your work. commercial in confidence hero offer: the offer that drives most of your revenue. the ongoing fractional cfo retainer — this is what drives the majority of revenue. it bundles the standalone services (health checks, budgets, forecasts, cashflow, audit and tax support, controls) into a continuous relationship, rather than one-off engagements. 4. audience and customers ideal customer profile (plain english). owner-operators of australian smes turning over roughly $2m–$50m, mainly in trades and construction, professional services, hospitality and healthcare. the owner has run the finances themselves, with a bookkeeper, for longer than the business can support. typical signs: personal and business spending mixed together, several entities or sites with no combined view of cash, and reports that only look backwards. they sense something isn't right with the numbers but don't need, or can't yet justify, a full-time cfo. customer segments (if you serve more than one type of customer). multi-site and franchise operators (for example, an auto maintenance franchise group): personal and business transactions mixed together, with no clean view of how each site performs. multi-entity businesses (for example, a commercial fit-out business): several operating companies with no consolidated cashflow view. owners getting ready for finance or a future sale: they need numbers a bank, investor or buyer will trust. across all three, the common thread is the stage the books are at, not the industry. i focus on trades, professional services, hospitality and healthcare. customer problems: the challenges they face. personal and business finances tangled together, making it hard to see true business performance no single, reliable view of cash position — especially across multiple entities or sites reporting that's backward-looking only, with no forecast to plan or make decisions against not enough internal finance capability to solve this themselves, but not yet at the size to justify a full-time cfo costs rising faster than prices, with margin quietly shrinking on some jobs or products. a bank or lender asking for a cashflow forecast the business doesn't have. why do customers choose you? i don't just point out the mess — i rebuild the structure: the cashflow model, the separation of personal and business spending, the forecasts. owners get cfo-level thinking without a full-time salary. i bring an independent, audit-trained eye from more than 15 years at big 4 firms, plus 9 years leading finance inside fmcg sector, so i ask why a number looks the way it does. i'm based in melbourne, available in person or online, and backed by the cfo on call national network. 5. competitors and differentiators direct competitors: businesses offering similar products or services. other fractional/part-time cfo providers, including franchise networks and independent fractional cfos in australia. indirect competitors: alternatives your customers might choose instead. staying with the existing bookkeeper or accountant, hiring a full-time cfo or financial controller, diy spreadsheets and dashboards, or doing nothing until the bank balance forces action. your edge: what you do differently and why customers choose you. what i do differently most bookkeepers and accountants tell you what happened last quarter. i build the numbers forward — modelling what a rate hike, a cost increase, or a softening market actually does to your cash position and your margin before it happens, not after your bank balance tells you. i don't stop at the p&l total either: i break margin down by product or job, so you can see exactly where a cost increase is being absorbed versus where it's quietly eating your profit. and because i'm independent, i'll raise the pricing conversation most smes would rather avoid — the one instinct that erodes margin fastest is absorbing cost increases instead of passing them on, and someone needs to say that out loud. why customers choose me they get senior-level financial thinking without the cost or commitment of a full-time cfo — someone experienced enough to ask the hard questions, and available enough to ask them before the numbers force the conversation. it's not a service for when things are already broken; it's for businesses that want to see problems three months before they show up in the bank balance, and want an outside perspective they can trust to be direct rather than comfortable. 6. brand positioning and messaging positioning statement: the core idea you want to own. the fractional cfo who shows melbourne sme owners cash and margin problems three months before their bank balance does. short pitch / 7-second explanation. i'm a fractional cfo for sme owners under margin pressure — i tell you what's coming, three months before your bank balance does. hooks/taglines: memorable lines that spark interest. the numbers, three months ahead. know what's coming. not just what happened. your bank balance should be the last place you find out. forward-looking finance for businesses already under pressure. cfo-calibre thinking. fractional cost. no surprises. i don't report the past. i model what's next. see the squeeze before it arrives. ahead of the numbers, not behind them. tone of voice: choose the style that fits your brand. direct and plain-spoken: short, declarative sentences — if a claim can be said in eight words, it isn't said in fifteen. specific over vague: reach for the real number (\"three months,\" \"0.25% rate rise adds $208 a month to a $1m loan,\") instead of \"significant\" or \"in the near term.\" willing to name the uncomfortable thing: most advisors soften the pricing conversation or the cost creeping up on margin — this brand says it plainly, because that's the value being sold. confident, not performative: the directness is earned by specifics, not volume — no exclamation points standing in for energy, no bravado standing in for evidence. do: lead with the number (\"a 0.25% rate rise adds about $208 a month in interest on a $1m loan,\" not \"rates may rise soon\"); write in the active voice (\"i'll flag it in q2,\" not \"issues may be identified\"); say the hard thing directly (\"you're absorbing the cost instead of pricing for it\"); keep sentences to one idea. don't: hedge (\"might,\" \"could potentially,\" \"in some cases\"); reach for jargon (\"synergy,\" \"leverage\" as a verb, \"solutioning\"); soften a hard finding to spare feelings; let a sentence run past two clauses. 7. brand story who is your ideal customer? an sme founder whose business has outgrown their own head. in the early days, revenue, costs, and cash in the bank were all instinct and memory — a good bookkeeper was all that was needed to keep the records straight. but the business has grown. customers have multiplied, complexity has crept in, and the owner now needs to step back from the day-to-day and focus on the core of the business they built. at this stage, bookkeeping alone is no longer enough — they need professional help to run the business efficiently. what are they struggling with? revenue is growing, but cashflow hasn't kept pace with it. macroeconomic pressures — rising interest rates, stubborn inflation, a shifting job market — are squeezing profitability in ways that used to take care of themselves. the owner, who built this business with their own hands, is now further from the numbers than ever, unsure which scenarios or decisions will actually turn things around. how does your brand help? as a fractional cfo, i guide sme owners through exactly this turning point — modelling the business under different revenue and cost scenarios, and showing them precisely which levers to pull to change the outcome. i bring a trusted advisor's perspective, built on big 4 audit experience and years leading finance inside real, growing businesses — so the guidance isn't theoretical, it's grounded in having sat inside these numbers before. what does life look like after success? the business owner's life changes for good. they gain real visibility into their financial performance, make decisions with confidence instead of guesswork, and feel back in control of the business they built — free to focus on the product and the customers, knowing someone experienced has their back on the numbers. 8. brand personality and voice brand personality traits. trusted advisor credible before you speak — the big 4 audit background and years leading finance inside real businesses mean advice lands as experience, not opinion. i've sat on both sides of the table. clear-headed the calm in the room when the numbers get messy. where others see noise — rising rates, thinning margins, growth outpacing cash — you see a set of levers and a plan. straight-talking no hiding behind jargon or hedging behind \"it depends.\" you tell business owners what the numbers actually mean and what to do about it, in language they can act on immediately. empowering the goal isn't to make the owner dependent on you — it's to hand them back visibility and control. you explain the \"why,\" not just the \"what,\" so their confidence grows alongside their business. pragmatic every insight ends in an action. scenario models and financial theory are tools, not the product — the product is a clear next move. voice guidelines: the do's and don'ts that keep your communication consistent. do: speak plainly. translate financial concepts into language a non-finance founder can act on (\"this means your cash runway shortens by two months,\" not \"working capital deterioration\"). lead with the recommendation, then the reasoning. owners are busy — give them the lever first, the logic second. use concrete numbers and scenarios over abstractions. \"if costs rise 8%, margin drops to x\" lands harder than \"costs are a concern.\" acknowledge the human weight of running a business. growth stress and cashflow anxiety are real — speak to the owner, not just the spreadsheet. earn authority through specifics, not adjectives. reference real experience (audit background, industry finance leadership) rather than claiming expertise outright. ask sharp, diagnostic questions before prescribing — a good cfo listens before modelling. don't: don't use unexplained jargon (ebitda, working capital cycle, accruals) without a plain-language translation alongside it. don't hedge into vagueness. avoid \"it could potentially maybe help\" — say what you'd actually do. don't talk down to the owner or lecture. they're the expert in their business; you're the expert in the numbers. don't fearmonger about the economy or their finances to create urgency — the confidence you build should come from clarity, not alarm. don't oversell or use hype language (\"game-changing,\" \"revolutionary\"). credibility comes from restraint, not superlatives. one-word descriptor: the single word that captures your brand's essence. clarity 9. brand style guide logo usage notes. this is a registered trademark logo of the franchise. brand colour # numbers #6f2c60 plum — primary brand colour, headings and key accents #884f7a mauve — secondary accent #f0ecef pale lilac — backgrounds and panels #020202 near-black — body text fonts / typography. headings: [cfo on call headline font]. body: [body font]. if unavailable, a clean modern sans-serif. visual preferences. use only as supplied by cfo on call; do not recolour, stretch or alter. 10. website and infrastructure what website platform do you use? tick one. if you select other, please provide the platform name. no website of my own yet. my profile sits on the cfo on call site (cfooncall.com.au), which the franchisor runs. where is your domain or dns hosted? not applicable. i don't have my own domain yet. 11. marketing channels current channels in use. commercial in confidence channels you want to use next. 1. referral partners in melbourne: bookkeepers, accountants, business brokers, commercial bankers and lawyers whose clients have outgrown basic bookkeeping. target 8–10 active partners. 2. linkedin content: 2–3 posts a month with worked examples — how a rate rise hits a services business's margin, a cashflow scenario in plain numbers. 3. speaking and workshops: chambers of commerce, industry associations, and client events run by accounting firms and banks. 4. google business profile for south-east melbourne [subject to franchise approval]. later: a quarterly email to former colleagues and big 4 alumni, and local business podcasts and press. paid vs organic mix (if any). organic only for now. the cfo on call network covers national promotion; my own small budget goes on professional photos, case studies and local events rather than ads. 12. marketing assets existing assets (logo files, photos, videos, testimonials, case studies, written content). logo files one logo file, supplied by cfo on call (the franchisor). photos one professional headshot (also used on linkedin). videos none. testimonials two older linkedin recommendations; a third (more recent) requested and pending. case studies examples of businesses helped and results achieved, currently only described within my linkedin profile. written content a bio on my linkedin profile; a profile page on the cfo on call franchisor website; plus the brand story, brand personality & voice guide, and a brand story and voice guide (this passport). 13. keywords and seo focus core topics you want to be known for. cashflow management and forecasting for small business scenario planning for rate rises, rising costs and downturns pricing and profit margins getting bank- and investor-ready when and why to hire a fractional cfo. primary keywords/themes (the search terms and themes your ideal customers actually use) fractional cfo melbourne fractional cfo australia part-time cfo for small business fractional cfo cost fractional cfo vs full-time cfo do i need a cfo for my small business cash flow management for small business cash flow forecasting for business 13 week cash flow forecast why is my business profitable but i have no cash how will interest rate rises affect my business how to improve profit margins why is my profit margin shrinking how to get a business loan approved what do banks look for in financials cash flow management for trades businesses fractional cfo for healthcare practices 14. goals and success metrics primary business goal (your main focus for the next 6–12 months). build a founding client base in greater melbourne: 4–8 retainer or project clients over the next 12 months in trades, professional services, hospitality and healthcare businesses turning over $2m–$50m, with most new work coming from referrals and inbound enquiries by month 12. remote clients australia-wide are welcome. key outcomes you care about (leads, sales, visibility, etc.). client wins the ultimate measure — paying engagements signed 4–8 new clients in 12 months (roughly 1 every 6–8 weeks) simple client log (start date, sector, source) pipeline / leads inquiries or introductions before they convert 3–5 qualified conversations per month by month 6 crm or even a spreadsheet: date, source, status referral network relationships that generate leads without ongoing effort 8–10 active referral partners (bookkeepers, accountants, brokers, bankers, lawyers) making at least one introduction each a simple partner list with \"last contact\" and \"referrals sent\" columns visibility whether the market is starting to recognise you steady linkedin growth + engagement (aim for 2–3 posts/month minimum, with visible engagement from your target sectors) plus 1–2 speaking/workshop appearances linkedin analytics, event count asset completion whether the foundation is actually built (from your marketing assets inventory) logo pack, 2–3 case studies, consolidated bio, and 3+ fresh testimonials completed within the first 3 months checklist against the assets inventory conversion rate how efficiently leads become clients track from month 3 onward once i have enough data — even a rough sense of \"x conversations to 1 client\" helps me know how much pipeline i need same log as pipeline biggest constraints: what's limiting progress (time, budget, clarity, systems). commercial in confidence","content_hash":"5ba785b5dfb19424cbd8c006d2decbcddd44e9ba03151fa72c1879a283e7ddf2","foundation_line":"Your complete marketing foundation, organised in one place.","published_at":"2026-09-28T15:00:21.248Z","logo_url":"https://mcp-api.admin.gnr.media/public/passports/philip-wilson-0248b29a16/logo","sections":[{"module_id":"m01","number":1,"heading":"Business Basics","anchor":"business-basics","blocks":[{"question":"Website Address","answer":""},{"question":"Business Stage","answer":"Growing"},{"question":"Country","answer":"AU"},{"question":"Which industry best describes your primary business?","answer":"Financial services — Fractional (part-time) CFO and outsourced financial management for small and medium businesses."},{"question":"How does your business primarily operate?","answer":"I'm a partner in the CFO On Call franchise network and also take independent engagements. I act as a part-time CFO for SME owners on monthly retainers or fixed-scope projects, mostly online, with on-site visits across Greater Melbourne."},{"question":"Where do you currently serve customers?","answer":"On-site across Greater Melbourne, and online for SMEs anywhere in Australia."},{"question":"If you have a physical presence, where is it located?","answer":"On-site across Greater Melbourne, and online for SMEs anywhere in Australia."},{"question":"Which location matters most for your growth right now?","answer":"Greater Melbourne, starting with the south-east near my Berwick base. I also serve clients Australia-wide online."}]},{"module_id":"m02","number":2,"heading":"Mission, Vision, and Values","anchor":"mission-vision-and-values","blocks":[{"question":"Mission (what you do and who you help?)","answer":"I help owner-operators of growing SMEs take control of their numbers, so they can make confident decisions, grow profitably and build a business that's ready for a future sale or exit."},{"question":"Vision (what success looks like in the future?)","answer":"A future where every SME owner has the financial clarity and confidence of a full-time CFO — without needing to hire one."},{"question":"Core values (3–5 guiding principles)","answer":"Integrity — Honest, transparent work in every engagement, so clients have real confidence in the numbers I give them.\nClarity Over Complexity — Translating the numbers into plain, common-sense insight — not jargon — so owners can actually act on it.\nIndependence — An outside, unbiased perspective that asks the hard questions clients and their teams are too close to ask themselves.\nPractical Impact — Focused on what can be improved, not on assigning blame — every insight is meant to be usable."}]},{"module_id":"m03","number":3,"heading":"Products and Services","anchor":"products-and-services","blocks":[{"question":"List of core products/services.","answer":"Business Health Check (one-off financial review)\nReview of financial results and position\nBudgets\nForecasts\nCashflow projections\nAssistance with external audits\nAssistance preparing information for tax advisors\nDesigning internal controls (safeguarding assets, preventing fraud and errors)\nOngoing Fractional CFO Retainer (the umbrella offer covering all of the above on a continuing basis)"},{"question":"Outcomes: the results your customers get.","answer":"Clarity on where the business actually stands financially\nControl over budgets, forecasts, and cashflow — no more flying blind\nConfidence in the numbers, both internally and with external parties (auditors, tax advisors, lenders)\nFewer surprises — cash and performance issues caught early, not after the fact\nStronger protection against fraud and error through better controls\nA business that's positioned to grow — and ready for a future exit"},{"question":"Pricing: how you package or charge for your work.","answer":"Commercial in Confidence"},{"question":"Hero Offer: the offer that drives most of your revenue.","answer":"The Ongoing Fractional CFO Retainer — this is what drives the majority of revenue. It bundles the standalone services (health checks, budgets, forecasts, cashflow, audit and tax support, controls) into a continuous relationship, rather than one-off engagements."}]},{"module_id":"m04","number":4,"heading":"Audience and Customers","anchor":"audience-and-customers","blocks":[{"question":"Ideal customer profile (plain English).","answer":"Owner-operators of Australian SMEs turning over roughly $2M–$50M, mainly in trades and construction, professional services, hospitality and healthcare. The owner has run the finances themselves, with a bookkeeper, for longer than the business can support. Typical signs: personal and business spending mixed together, several entities or sites with no combined view of cash, and reports that only look backwards. They sense something isn't right with the numbers but don't need, or can't yet justify, a full-time CFO."},{"question":"Customer segments (if you serve more than one type of customer).","answer":"Multi-site and franchise operators (for example, an auto maintenance franchise group): personal and business transactions mixed together, with no clean view of how each site performs. Multi-entity businesses (for example, a commercial fit-out business): several operating companies with no consolidated cashflow view. Owners getting ready for finance or a future sale: they need numbers a bank, investor or buyer will trust. Across all three, the common thread is the stage the books are at, not the industry. I focus on trades, professional services, hospitality and healthcare."},{"question":"Customer Problems: the challenges they face.","answer":"Personal and business finances tangled together, making it hard to see true business performance\nNo single, reliable view of cash position — especially across multiple entities or sites\nReporting that's backward-looking only, with no forecast to plan or make decisions against\nNot enough internal finance capability to solve this themselves, but not yet at the size to justify a full-time CFO\nCosts rising faster than prices, with margin quietly shrinking on some jobs or products.\nA bank or lender asking for a cashflow forecast the business doesn't have."},{"question":"Why do customers choose you?","answer":"I don't just point out the mess — I rebuild the structure: the cashflow model, the separation of personal and business spending, the forecasts. Owners get CFO-level thinking without a full-time salary. I bring an independent, audit-trained eye from more than 15 years at Big 4 firms, plus 9 years leading finance inside FMCG sector, so I ask why a number looks the way it does. I'm based in Melbourne, available in person or online, and backed by the CFO On Call national network."}]},{"module_id":"m05","number":5,"heading":"Competitors and Differentiators","anchor":"competitors-and-differentiators","blocks":[{"question":"Direct Competitors: businesses offering similar products or services.","answer":"Other fractional/part-time CFO providers, including franchise networks and independent fractional CFOs in Australia."},{"question":"Indirect Competitors: alternatives your customers might choose instead.","answer":"Staying with the existing bookkeeper or accountant, hiring a full-time CFO or financial controller, DIY spreadsheets and dashboards, or doing nothing until the bank balance forces action."},{"question":"Your Edge: what you do differently and why customers choose you.","answer":"What I do differently\nMost bookkeepers and accountants tell you what happened last quarter. I build the numbers forward — modelling what a rate hike, a cost increase, or a softening market actually does to your cash position and your margin before it happens, not after your bank balance tells you. I don't stop at the P&L total either: I break margin down by product or job, so you can see exactly where a cost increase is being absorbed versus where it's quietly eating your profit. And because I'm independent, I'll raise the pricing conversation most SMEs would rather avoid — the one instinct that erodes margin fastest is absorbing cost increases instead of passing them on, and someone needs to say that out loud.\n\nWhy customers choose me\nThey get senior-level financial thinking without the cost or commitment of a full-time CFO — someone experienced enough to ask the hard questions, and available enough to ask them before the numbers force the conversation. It's not a service for when things are already broken; it's for businesses that want to see problems three months before they show up in the bank balance, and want an outside perspective they can trust to be direct rather than comfortable."}]},{"module_id":"m06","number":6,"heading":"Brand Positioning and Messaging","anchor":"brand-positioning-and-messaging","blocks":[{"question":"Positioning Statement: the core idea you want to own.","answer":"The Fractional CFO who shows Melbourne SME owners cash and margin problems three months before their bank balance does."},{"question":"Short pitch / 7-second explanation.","answer":"I'm a Fractional CFO for SME owners under margin pressure — I tell you what's coming, three months before your bank balance does."},{"question":"Hooks/Taglines: memorable lines that spark interest.","answer":"The numbers, three months ahead.\nKnow what's coming. Not just what happened.\nYour bank balance should be the last place you find out.\nForward-looking finance for businesses already under pressure.\nCFO-calibre thinking. Fractional cost. No surprises.\nI don't report the past. I model what's next.\nSee the squeeze before it arrives.\nAhead of the numbers, not behind them."},{"question":"Tone of Voice: choose the style that fits your brand.","answer":"Direct and plain-spoken: short, declarative sentences — if a claim can be said in eight words, it isn't said in fifteen. Specific over vague: reach for the real number (\"three months,\" \"0.25% rate rise adds $208 a month to a $1M loan,\") instead of \"significant\" or \"in the near term.\" Willing to name the uncomfortable thing: most advisors soften the pricing conversation or the cost creeping up on margin — this brand says it plainly, because that's the value being sold. Confident, not performative: the directness is earned by specifics, not volume — no exclamation points standing in for energy, no bravado standing in for evidence.\n\nDo: lead with the number (\"a 0.25% rate rise adds about $208 a month in interest on a $1M loan,\" not \"rates may rise soon\"); write in the active voice (\"I'll flag it in Q2,\" not \"issues may be identified\"); say the hard thing directly (\"you're absorbing the cost instead of pricing for it\"); keep sentences to one idea.\n\nDon't: hedge (\"might,\" \"could potentially,\" \"in some cases\"); reach for jargon (\"synergy,\" \"leverage\" as a verb, \"solutioning\"); soften a hard finding to spare feelings; let a sentence run past two clauses."}]},{"module_id":"m07","number":7,"heading":"Brand Story","anchor":"brand-story","blocks":[{"question":"Who is your ideal customer?","answer":"An SME founder whose business has outgrown their own head. In the early days, revenue, costs, and cash in the bank were all instinct and memory — a good bookkeeper was all that was needed to keep the records straight. But the business has grown. Customers have multiplied, complexity has crept in, and the owner now needs to step back from the day-to-day and focus on the core of the business they built. At this stage, bookkeeping alone is no longer enough — they need professional help to run the business efficiently."},{"question":"What are they struggling with?","answer":"Revenue is growing, but cashflow hasn't kept pace with it. Macroeconomic pressures — rising interest rates, stubborn inflation, a shifting job market — are squeezing profitability in ways that used to take care of themselves. The owner, who built this business with their own hands, is now further from the numbers than ever, unsure which scenarios or decisions will actually turn things around."},{"question":"How does your brand help?","answer":"As a Fractional CFO, I guide SME owners through exactly this turning point — modelling the business under different revenue and cost scenarios, and showing them precisely which levers to pull to change the outcome. I bring a trusted advisor's perspective, built on Big 4 audit experience and years leading finance inside real, growing businesses — so the guidance isn't theoretical, it's grounded in having sat inside these numbers before."},{"question":"What does life look like after success?","answer":"The business owner's life changes for good. They gain real visibility into their financial performance, make decisions with confidence instead of guesswork, and feel back in control of the business they built — free to focus on the product and the customers, knowing someone experienced has their back on the numbers."}]},{"module_id":"m08","number":8,"heading":"Brand Personality and Voice","anchor":"brand-personality-and-voice","blocks":[{"question":"Brand personality traits.","answer":"Trusted Advisor Credible before you speak — the Big 4 audit background and years leading finance inside real businesses mean advice lands as experience, not opinion. I've sat on both sides of the table.\n\nClear-Headed The calm in the room when the numbers get messy. Where others see noise — rising rates, thinning margins, growth outpacing cash — you see a set of levers and a plan.\n\nStraight-Talking No hiding behind jargon or hedging behind \"it depends.\" You tell business owners what the numbers actually mean and what to do about it, in language they can act on immediately.\n\nEmpowering The goal isn't to make the owner dependent on you — it's to hand them back visibility and control. You explain the \"why,\" not just the \"what,\" so their confidence grows alongside their business.\n\nPragmatic Every insight ends in an action. Scenario models and financial theory are tools, not the product — the product is a clear next move."},{"question":"Voice Guidelines: the do's and don'ts that keep your communication consistent.","answer":"Do:\nSpeak plainly. Translate financial concepts into language a non-finance founder can act on (\"this means your cash runway shortens by two months,\" not \"working capital deterioration\").\nLead with the recommendation, then the reasoning. Owners are busy — give them the lever first, the logic second.\nUse concrete numbers and scenarios over abstractions. \"If costs rise 8%, margin drops to X\" lands harder than \"costs are a concern.\"\nAcknowledge the human weight of running a business. Growth stress and cashflow anxiety are real — speak to the owner, not just the spreadsheet.\nEarn authority through specifics, not adjectives. Reference real experience (audit background, industry finance leadership) rather than claiming expertise outright.\nAsk sharp, diagnostic questions before prescribing — a good CFO listens before modelling.\n\nDon't:\nDon't use unexplained jargon (EBITDA, working capital cycle, accruals) without a plain-language translation alongside it.\nDon't hedge into vagueness. Avoid \"it could potentially maybe help\" — say what you'd actually do.\nDon't talk down to the owner or lecture. They're the expert in their business; you're the expert in the numbers.\nDon't fearmonger about the economy or their finances to create urgency — the confidence you build should come from clarity, not alarm.\nDon't oversell or use hype language (\"game-changing,\" \"revolutionary\"). Credibility comes from restraint, not superlatives."},{"question":"One-Word Descriptor: the single word that captures your brand's essence.","answer":"Clarity"}]},{"module_id":"m09","number":9,"heading":"Brand Style Guide","anchor":"brand-style-guide","blocks":[{"question":"Logo usage notes.","answer":"This is a registered trademark logo of the franchise."},{"question":"Brand colour # numbers","answer":"#6F2C60 Plum — primary brand colour, headings and key accents\n#884F7A Mauve — secondary accent\n#F0ECEF Pale lilac — backgrounds and panels\n#020202 Near-black — body text"},{"question":"Fonts / typography.","answer":"Headings: [CFO On Call headline font]. Body: [body font]. If unavailable, a clean modern sans-serif."},{"question":"Visual preferences.","answer":"Use only as supplied by CFO On Call; do not recolour, stretch or alter."}]},{"module_id":"m10","number":10,"heading":"Website and Infrastructure","anchor":"website-and-infrastructure","blocks":[{"question":"What website platform do you use? Tick one. If you select other, please provide the platform name.","answer":"No website of my own yet. My profile sits on the CFO On Call site (cfooncall.com.au), which the franchisor runs."},{"question":"Where is your Domain or DNS hosted?","answer":"Not applicable. I don't have my own domain yet."}]},{"module_id":"m11","number":11,"heading":"Marketing Channels","anchor":"marketing-channels","blocks":[{"question":"Current channels in use.","answer":"Commercial in Confidence"},{"question":"Channels you want to use next.","answer":"1.\tReferral partners in Melbourne: bookkeepers, accountants, business brokers, commercial bankers and lawyers whose clients have outgrown basic bookkeeping. Target 8–10 active partners.\n2.\tLinkedIn content: 2–3 posts a month with worked examples — how a rate rise hits a services business's margin, a cashflow scenario in plain numbers.\n3.\tSpeaking and workshops: chambers of commerce, industry associations, and client events run by accounting firms and banks.\n4.\tGoogle Business Profile for south-east Melbourne [subject to franchise approval]. Later: a quarterly email to former colleagues and Big 4 alumni, and local business podcasts and press."},{"question":"Paid vs organic mix (if any).","answer":"Organic only for now. The CFO On Call network covers national promotion; my own small budget goes on professional photos, case studies and local events rather than ads."}]},{"module_id":"m12","number":12,"heading":"Marketing Assets","anchor":"marketing-assets","blocks":[{"question":"Existing assets (logo files, photos, videos, testimonials, case studies, written content).","answer":"Logo Files\tOne logo file, supplied by CFO On Call (the franchisor).\nPhotos\tOne professional headshot (also used on LinkedIn).\nVideos\tNone.\nTestimonials\tTwo older LinkedIn recommendations; a third (more recent) requested and pending.\nCase Studies\tExamples of businesses helped and results achieved, currently only described within my LinkedIn profile.\nWritten Content\tA bio on my LinkedIn profile; a profile page on the CFO On Call franchisor website; plus the brand story, brand personality & voice guide, and a brand story and voice guide (this Passport)."}]},{"module_id":"m13","number":13,"heading":"Keywords and SEO Focus","anchor":"keywords-and-seo-focus","blocks":[{"question":"Core topics you want to be known for.","answer":"Cashflow management and forecasting for small business Scenario planning for rate rises, rising costs and downturns Pricing and profit margins Getting bank- and investor-ready When and why to hire a Fractional CFO."},{"question":"Primary keywords/themes (the search terms and themes your ideal customers actually use)","answer":"fractional CFO Melbourne fractional CFO Australia part-time CFO for small business fractional CFO cost fractional CFO vs full-time CFO do I need a CFO for my small business cash flow management for small business cash flow forecasting for business 13 week cash flow forecast why is my business profitable but I have no cash how will interest rate rises affect my business how to improve profit margins why is my profit margin shrinking how to get a business loan approved what do banks look for in financials cash flow management for trades businesses fractional CFO for healthcare practices"}]},{"module_id":"m14","number":14,"heading":"Goals and Success Metrics","anchor":"goals-and-success-metrics","blocks":[{"question":"Primary business goal (your main focus for the next 6–12 months).","answer":"Build a founding client base in Greater Melbourne: 4–8 retainer or project clients over the next 12 months in trades, professional services, hospitality and healthcare businesses turning over $2M–$50M, with most new work coming from referrals and inbound enquiries by month 12. Remote clients Australia-wide are welcome."},{"question":"Key outcomes you care about (leads, sales, visibility, etc.).","answer":"Client wins\tThe ultimate measure — paying engagements signed\t4–8 new clients in 12 months (roughly 1 every 6–8 weeks)\tSimple client log (start date, sector, source)\n\nPipeline / leads\tInquiries or introductions before they convert\t3–5 qualified conversations per month by month 6\tCRM or even a spreadsheet: date, source, status\n\nReferral network\tRelationships that generate leads without ongoing effort\t8–10 active referral partners (bookkeepers, accountants, brokers, bankers, lawyers) making at least one introduction each\tA simple partner list with \"last contact\" and \"referrals sent\" columns\n\nVisibility\tWhether the market is starting to recognise you\tSteady LinkedIn growth + engagement (aim for 2–3 posts/month minimum, with visible engagement from your target sectors) plus 1–2 speaking/workshop appearances\tLinkedIn analytics, event count\n\nAsset completion\tWhether the foundation is actually built (from your Marketing Assets inventory)\tLogo pack, 2–3 case studies, consolidated bio, and 3+ fresh testimonials completed within the first 3 months\tChecklist against the assets inventory\n\nConversion rate\tHow efficiently leads become clients\tTrack from month 3 onward once I have enough data — even a rough sense of \"X conversations to 1 client\" helps me know how much pipeline I need\tSame log as pipeline"},{"question":"Biggest constraints: what's limiting progress (time, budget, clarity, systems).","answer":"Commercial in Confidence"}]}]}}