Cooper Parry

Leading our Digital Transformation business across Salesforce, NetSuite, Data & Analytics and Cybersecurity.

Managing Director - Cooper Parry Digital

Leading all firm market activity across the venture capital ecosystem.

CP's Tech & High Growth platform is the UK's #1 accounting & advisory team for start-ups and scale-ups.

Partner - Head of Early Stage, Tech & High Growth

Middlesex Cricket

Board Observer

HM Revenue & Customs

Appointed to the board.

The Administrative Burdens Advisory Board (ABAB) is an independent board comprising members from a range of business backgrounds and professions who represent the small business community. The Administrative Burdens Advisory Board's goal is to make a noticeable difference for small business by supporting HM Revenue and Customs (HMRC) to help make tax easier, quicker and simpler.

ABAB - Advisory Board Member

Labrys

Part of founding team.

Responsible for all finance implementation, structuring, corporate treasury, HR & incentives. Successfully raised and completed multi £m Seed Round before rolling off and handing over to full time CFO.

Now - Advisor to the Board.

Group CFO

Acclivity Advisors

Acclivity is a boutique advisory firm specialising in providing accountancy, taxation and consultancy services to entrepreneurs and high growth, early stage businesses both nationally and internationally.

Founder & Managing Director

HM Treasury

Consultative Committee member tasked with reviewing the current taxation system and providing meaningful insights that can result in a simplification of the regime.

Office of Tax Simplificiation -  Consultative Committee

Richmond Gatehouse LLP

1. Co-founder with a specific focus on early stage startups & High growth SME's.

- Full stack advisory, consisting of: structuring, accounting, (Corporate/Personal) direct/indirect taxes & systems. As well as strategic development, fund raising and founder matters.
- Particularly aim to build relationships and demystify accounting and taxation to non-finance professionals

2. Managing multi-office accountancy firm, business/brand development & strategic partnerships

3. Advising & mentoring both hopeful and established entrepreneurs on wide ranging matters including finance & strategy. In particular making meaningful introductions where beneficial.

Partner

Department for Business, Innovation and Skills

I engaged with various governmental departments, discussing frontline business matters and opportunities for innovation, in a forum facilitated by Vince Cable.

Member of Entrepreneur Forum led by the Secretary of State for Business

PricewaterhouseCoopers

- Private Equity, M&A (London)
- Tax (Jersey, Channel Islands)

Senior Associate

Managing Director, Cooper Parry Digital | Head of Early Stage, Tech & High Growth |

I lead our Digital business that supports clients across their Salesforce, NetSuite, Analytics & Cybersecurity needs.

I also lead market activity for CP in the Venture Capital ecosystem. 

Our specialist team works with Founders, CFOs and Boards of early stage, scale-up and high growth businesses, navigating challenges spanning finance, strategy, technology, and deal support. We are highly active in the scale-up ecosystem and have worked as the accounting partner for leading organisations and communities and have built community platforms such as TechCFO and VentureCEO.

I started my career at PwC, then established and ran successful early stage focussed firms such as Acclivity Advisors. Following the successful exit of Acclivity to Cooper Parry, where I am now a Managing Director.

I wrote the best selling book 'The Finance Playbook for Entrepreneurs', so that entrepreneurs of ALL backgrounds could benefit from the very best teachings. 

Thinking back, I can see how my family-business beginnings have influenced where I am today, teaching me primarily how to spin multiple plates at the same time, but more importantly the significance of being surrounded by the right people.  

This unique skillset has afforded me a number of Board positions across industries within public & private sectors. At present, these include:

1. Middlesex County Cricket Club (Board Observer, Chair of Growth Committee)
2. Queen Elizabeth's Global Schools (Chair, International Schools project)
3. Labrys (Advisor to the Board)
4. HM Revenue & Customs - ABAB (Board Member)

As well as the above, I advise Government on how to innovate for SMEs & entrepreneurs through consultative committees and forums.

All of these roles have shown me the value of sharing what I know beyond my own sector;

And so, I enjoy speaking at universities, schools, accelerators and incubators on a wide variety of relevant entrepreneurship related topics.

Asif Ahmed

Profitability isn't the ultimate validation.

That's a lesson you only learn the hard way.

After working with 500+ venture-backed start-ups, here's the uncomfortable truth:

The most dangerous position to get into? 

When your P&L looks perfect but your fundamentals are weak.

Here's why being cash-focused ultimately builds stronger businesses:

𝗣𝗿𝗼𝗳𝗶𝘁 𝗺𝗮𝘀𝗸𝘀 𝗽𝗿𝗼𝗯𝗹𝗲𝗺𝘀. 𝗖𝗮𝘀𝗵 𝗲𝘅𝗽𝗼𝘀𝗲𝘀 𝘁𝗵𝗲𝗺.

Companies obsessing over profitability develop lazy habits:

→ They don't know their unit economics deeply
→ They avoid hard decisions about efficiency  
→ They confuse "not losing money" with "building value"
→ They miss the difference between margin and runway

Meanwhile, cash-burning companies (done strategically) are forced to develop critical skills:

𝟭) 𝗥𝘂𝘁𝗵𝗹𝗲𝘀𝘀 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘀𝗮𝘁𝗶𝗼𝗻
Every pound spent requires justification. No budget bloat. No vanity projects.

𝟮) 𝗗𝗲𝗲𝗽 𝗺𝗲𝘁𝗿𝗶𝗰 𝗳𝗹𝘂𝗲𝗻𝗰𝘆  
They know CAC, LTV, payback period, and burn multiple empirically. These aren't just spreadsheet exercises, they're critical to survival.

𝟯) 𝗜𝗻𝘃𝗲𝘀𝘁𝗼𝗿-𝗴𝗿𝗮𝗱𝗲 𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴
They must articulate value creation constantly. This clarity drives better decision-making at every level.

𝟰) 𝗙𝗼𝗿𝘄𝗮𝗿𝗱-𝗹𝗼𝗼𝗸𝗶𝗻𝗴 𝗱𝗶𝘀𝗰𝗶𝗽𝗹𝗶𝗻𝗲
Cash management is predictive. Profit analysis is historical. One protects your future, the other reviews your past.

- - - -

The counterintuitive truth:

A company burning £100k/month with 24 months runway and crystal-clear metrics is stronger than a profitable company that doesn't know why it's profitable.

The difference is control.

Cash-focused founders know exactly:
→ How long they have to hit milestones
→ What drives their economics  
→ Where to deploy capital for maximum impact
→ When to accelerate or conserve

Profit-focused founders often know:
→ That they made money last month
→ (And hope it continues)

✅ One is building a machine. 
❌ The other is hoping the machine keeps running.

💡 What financial metric do you think founders obsess over that actually limits long-term success?

♻️ Repost to help others in your network ♻️

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✒️ Specifically for: Fast Scaling venture-backed founders & CFOs

Thea Brook

I help ambitious founders build and scale profitable businesses: www.theabrook.com

“When you're running a business and everything gets totally overwhelming you need someone like Thea on your team. Her advice, coaching, support and general cheerleading has been totally invaluable to us. I could not recommend her enough.” SARA FORD, FOUNDER - FRESH. STUDIOS

Founder | Business Coach

etsaW Ventures

etsaW are enablers of circular economic technology in material and waste innovation, building early stage businesses, commercially viable intellectual property and game changing impact.

Oneday

Supporting diverse early stage founders with developing their ventures. From early idea to launch and beyond, whilst gaining an MBA.

Entrepreneur in Residence & Mentor

The Brook: Plant-Based Feasting

Founded and lead the brand through its evolution from a restaurant group to a national FMCG brand, winning multiple awards along the way.

Founder | CEO

Zopa

Lead the finance and client money functions through FCA regulation (P2P) and the early stages of the bank build.

FD | CFO

Emily and Fin

Driving the scale-up of the business, through e-commerce, international expansion and product diversification.

Finance and Operations Director

Financial Controller

CBS News

Finance Manager - Interim

Turner & Townsend

London Finance Manager

Finance Assistant

Former CFO turned Business Coach | Award-Winning 3x Founder | Solo founders... come join my world. Growth doesn't have to be so hard (I promise).

I help solo founders focus on the right things - so they can build something meaningful, profitable and sustainable.

I'll let these brilliant founders tell you about it:

"She did a deep dive of the whole business and it was transformational. We've doubled out revenue in 6 months." - Lucy Woolfenden, Founder of The Scale Up Collective

"I no longer wake up at 4:30am worrying. We have purpose and direction… we can see it on the P&L and in the forecast.” — Anshu Ahuja, Founder of DabbaDrop

"She’s gone above and beyond what I expected. Her grasp of all things business is very impressive - and that’s saying something for someone who’s been in business for the past 30 years.” — Glendon Lloyd, Founder of Bonza

“She helped me renegotiate a contract and double the price - I’d never have done that before.”
— Kate Brunning, Founder of People Station

“We dug into my customer data and it changed the direction of the business. She helped me strategise where I want to go next — and gave me clarity around the magic of my brand.” — Heidi Normanton, Founder of HeyLo

“She quickly identified that I needed help to really dial in who my ideal customer was. And from that I won £50k in funding.” — Catherine Ann Reid, Founder of Doqit

“I’m an experienced entrepreneur, but I was stuck. Thea gave me the framework and goals. Now I feel in control - I know exactly what I need to do." — Pete Finlay, Founder

“It's like having a co-founder with me on the journey, which made me realise I can go it alone as a solo founder with that support.” — Louisa Mitchell, Founder of Wildly Tasty

____________________________________________________

Hear from more of my founders here: www.theabrook.com ❤️

If you’re tired of doing this alone, I’m here when you’re ready.

Let's transform your business together.

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Asif Ahmed

Thea Brook, CMA

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