CFO IPO Readiness: The UK Playbook

What does a UK CFO actually need to deliver to take a business through a successful London listing — and how does the role differ from the steady-state CFO work the candidate may have done before, particularly given the 2024 UK listing rules reform that has reshaped how UK IPOs work?

Taking a UK business public through London listing is one of the more demanding things a CFO undertakes. The work compresses 18-24 months of intensive activity around a defined event, requires fluency with regulatory frameworks the candidate may not have engaged with previously, places the CFO at the centre of investor scrutiny that lasts well beyond the listing itself, and tests judgement at moments where the consequences of getting it wrong are visible to public markets, regulators, and the wider business community. CFOs without prior IPO experience can lead successful listings, but they need to engage seriously with the specific demands of the role rather than treating it as a scaled-up version of private company finance leadership.

The UK IPO landscape has changed materially since 2024. The FCA’s listing rules reform that took effect in July 2024 simplified the previous premium/standard segmentation into a single “commercial companies” listing category, reduced certain disclosure friction points, removed some shareholder approval requirements that had historically slowed UK transactions, and was specifically designed to make London more competitive against New York and other listing venues for high-growth UK businesses. The reforms haven’t transformed the UK IPO market overnight — broader market conditions have remained the dominant driver of activity — but they have changed the technical framework CFOs work within and reduced some of the friction that previously affected London IPO economics.

This guide sets out the UK CFO’s IPO playbook — the listing venues and their characteristics under the post-2024 regime, the realistic readiness timeline, the specific finance function upgrades required, the prospectus and working capital statement work, the audit and reporting changes that listing entails, the investor relations infrastructure that needs to exist by IPO and operate effectively afterwards, the typical reasons IPOs fail or get delayed, and the CFO selection question that determines whether the business has the senior finance leadership the listing requires.

It is written from the perspective of FD Capital’s team — a specialist finance recruitment firm placing CFOs into UK businesses since 2018, including those preparing for or operating in public markets.

Call 020 3287 9501 or email recruitment@fdcapital.co.uk to discuss CFO requirements for UK IPO contexts.

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The UK Listing Landscape Post-2024 Reform

Understanding the listing options shapes the CFO’s preparation work. The UK has effectively three primary listing routes with different characteristics.

Main Market — Commercial Companies category. The successor to the previous premium and standard listing segments since the July 2024 listing rules reform. The single commercial companies category provides one consistent set of continuing obligations for trading businesses, simplified shareholder approval requirements (with the previous premium-tier requirements for significant transactions and related-party transactions removed in many cases), and inclusion eligibility for the FTSE UK Index Series. This is the primary route for substantial UK businesses going public — typically those with market capitalisation expectations above £200-300 million.

Main Market — closed-ended investment funds and shell companies. Separate listing categories with specific rules for fund vehicles and acquisition companies. Less commonly relevant for trading business CFO preparation but worth understanding for context.

AIM (Alternative Investment Market). The London Stock Exchange’s growth market, with its own rule book operated by the LSE rather than the FCA listing regime. AIM offers lighter-touch admission requirements, no minimum market capitalisation requirement, no minimum free float requirement (though Nominated Advisers expect adequate free float for orderly trading), and ongoing obligations less demanding than Main Market. Suitable for smaller businesses and growth-stage companies. Most UK IPO activity by transaction count happens on AIM rather than Main Market.

Direct listing without capital raise. Possible in some structures where existing shareholders provide liquidity rather than the company raising new capital. Less common in UK practice but has emerged as a route in specific situations.

Other venues. Some UK businesses consider New York listings (Nasdaq, NYSE) or dual listings, particularly in technology and biotech sectors. The CFO work is broadly comparable to UK listing work but with US-specific regulatory requirements (SEC, Sarbanes-Oxley) layered on. Outside the scope of this UK-focused guide but worth flagging.

The choice between Main Market and AIM typically reflects the business’s scale, growth profile, investor base preferences, and tolerance for disclosure obligations. Main Market commands higher prestige, broader institutional investor access, and greater research coverage; AIM offers lighter regulatory burden, faster admission, and is often more appropriate for businesses with ongoing growth investment requirements that don’t suit fully-developed Main Market expectations.

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The Realistic IPO Readiness Timeline

UK IPO preparation follows a recognisable timeline. Compressing it produces poor outcomes; CFOs who try to telescope 18 months of preparation into 9 months typically face issues during diligence, disappointing pricing, or post-listing problems.

T-24 to T-18 months: Foundation. Initial assessment of IPO viability, advisor selection, finance function assessment, identification of major preparation workstreams, governance structure review. The CFO leads the finance workstream of preparation; the work is meaningful but pace is moderate.

T-18 to T-12 months: Substantive preparation. Audit firm engagement (or transition to a Big 4 firm if the existing audit relationship is with a smaller firm), historical financial information rebuild to listing standard, ERP or systems upgrades where the existing infrastructure won’t support post-IPO reporting, governance structure implementation including audit committee establishment and Chair recruitment if not already in place, internal control framework documentation. Pace intensifies through this phase.

T-12 to T-6 months: Pre-launch. Sponsor appointment (for Main Market) or Nominated Adviser appointment (for AIM), legal counsel engagement, prospectus drafting begins, financial track record finalisation, working capital model development, due diligence preparation, equity story development with sponsor input. The CFO is heavily involved through this phase, typically with new dedicated capacity in the finance function to support the IPO workstream alongside steady-state operations.

T-6 to T-2 months: Launch preparation. Prospectus drafting completion, due diligence verification process, working capital statement finalisation, marketing materials, analyst meetings, regulatory submissions (FCA approval of prospectus for Main Market). Pace becomes intense.

T-2 to T-0: Launch and pricing. Roadshow, investor meetings, book-building, pricing, allocation, admission. The CFO is centrally involved throughout.

T+0 to T+6 months: Post-listing stabilisation. First reporting cycle as a public company, settling into investor relations rhythm, addressing any emerging issues, building analyst coverage. The work the CFO did pre-IPO determines whether this period is straightforward or difficult.

Timelines compress where the business already has audited financials to listing standard, strong existing governance, and finance function capability appropriate for public market reporting. They extend where significant work needs to be done across audit, systems, governance, or controls. CFOs new to listing contexts should generally plan for the longer end of timeline ranges rather than the optimistic end.

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Why the Right CFO Is Essential for IPO Success

IPO outcomes depend disproportionately on CFO quality. The reasons are specific.

Investor confidence in the financial information. Institutional investors making IPO investment decisions rely on the CFO to stand behind the financial information they are buying into. CFOs whose presentation lacks credibility — through visible nervousness, inability to answer detailed questions, or perceived weakness on technical matters — see their books struggle even where underlying business fundamentals are strong.

Regulatory and listing rules navigation. The CFO is the primary executive interface with the listing process — sponsor, FCA (for Main Market), Nomad (for AIM), reporting accountants, legal advisors. CFOs who navigate this fluently keep the process moving; CFOs who struggle create friction that slows the timeline and increases costs.

Disclosure judgement. Public market disclosure involves continuous judgement about what should be disclosed when, how to frame disclosed information, what would amount to inside information requiring announcement under UK MAR (Market Abuse Regulation, retained in UK law post-Brexit). CFOs without disclosure judgement create disclosure failures that damage investor relationships and sometimes attract regulatory consequences.

Investor relations capability. Post-IPO, the CFO is typically the executive most engaged with sell-side analysts and major institutional investors. The relationships formed through IPO and developed afterwards shape long-term investor base composition, analyst coverage quality, and the business’s ability to access public markets for follow-on capital. CFOs without IR capability damage these relationships in ways that affect long-term valuation.

Pricing discipline. The IPO pricing decision involves significant tension between maximising proceeds (favouring higher pricing) and ensuring strong aftermarket performance (favouring conservative pricing). The CFO’s role in this decision — informed by sponsor advice but ultimately made with the Board — matters substantially. CFOs who push for aggressive pricing without aftermarket consideration produce post-IPO performance issues that damage valuation for years.

Operational continuity through the process. The IPO consumes substantial CFO attention. CFOs without strong supporting finance function capability find themselves unable to maintain steady-state operational discipline alongside the IPO workstream. The result is operational drift that surfaces during diligence or after listing.

Credibility with banks and institutional investors. The CFO’s prior reputation, references, and visible presence in the UK senior finance community shape institutional investor reception. CFOs whose backgrounds are unfamiliar to UK institutional investors face additional friction that more familiar CFOs don’t.

Many UK businesses preparing for IPO appoint a new CFO 12-24 months before the planned listing — recognising that the existing CFO, however capable for private company operations, may not be the right CFO for the IPO and post-IPO journey. The recruitment is one of the more consequential pre-IPO decisions.

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What CFOs Need to Know Before an IPO

Specific knowledge areas distinguish CFOs equipped for IPO leadership from those who learn during the process at the business’s expense.

UK Listing Rules. The post-2024 commercial companies category requirements, eligibility criteria, sponsor obligations, continuing obligations including disclosure, related-party transactions, significant transactions thresholds. CFOs should be able to engage substantively with sponsor on rule application rather than relying on advisor interpretation alone.

FCA Prospectus Regulation Rules. Prospectus content requirements, the working capital statement (a particularly important and challenging element), disclosure of material risks, financial information presentation requirements, comfort letter framework. The regime updates that have flowed from the broader UK listing reform agenda affect specific elements of prospectus preparation.

UK Market Abuse Regulation (MAR). Inside information identification, disclosure obligations, dealing restrictions for persons discharging managerial responsibilities (PDMRs) and persons closely associated with them, insider lists. UK MAR is retained EU law applied in the UK; CFOs need to be fluent in it.

UK Corporate Governance Code. Application to listed companies, board composition requirements, audit committee composition (which under the post-reform regime continues to require independent NEDs), remuneration committee composition, comply-or-explain mechanism. The Code was updated in 2024 with effect from financial years beginning on or after 1 January 2025.

IFRS reporting requirements. UK-adopted IFRS (which closely tracks IFRS as issued by the IASB but with UK endorsement). Many private UK businesses prepare under FRS 102; the transition to IFRS for IPO purposes is itself substantial work that the CFO leads. Specific areas — revenue recognition under IFRS 15, leases under IFRS 16, financial instruments under IFRS 9 — often require detailed attention during transition.

Sustainability and climate disclosure. UK-listed companies face TCFD (Task Force on Climate-related Financial Disclosures) requirements, with movement toward UK Sustainability Reporting Standards (UK SRS) implementation. The disclosure obligations affect both the prospectus and post-IPO reporting.

Audit committee operation. Audit committee composition (independent NEDs, with the CFO not a member), terms of reference, scope of responsibilities, interaction with the external auditor, oversight of internal control. The audit committee operation is a significant part of post-IPO governance that the CFO supports.

Public company reporting cycle. The annual report cycle, half-year reporting (mandatory for Main Market commercial companies), trading updates, capital markets days, results presentations, analyst conference call cadence. The CFO operates against this cadence indefinitely after listing.

Investor relations practice. Sell-side analyst engagement, institutional investor meetings, retail investor communication, broker relationships, capital markets day organisation. IR practice is professional discipline in its own right; CFOs typically work with dedicated IR support after IPO but engage personally with major institutional investors.

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The Prospectus: What CFOs Actually Do

The prospectus is the central legal document of the IPO, providing the disclosure on which investors make their investment decision and on which the issuer’s representations are based. The CFO’s involvement in prospectus preparation is substantial.

Specific contributions:

Historical financial information. The prospectus typically requires three years of audited financial information presented to listing standard. Where the existing financial track record requires upgrade, the CFO leads the rebuild. The work involves not only the historical numbers but consistent commentary, KPI presentation, and segment reporting.

Operating and financial review (OFR). The narrative explanation of historical performance, financial position, and trajectory. The CFO drafts or directs the drafting of OFR content, ensuring it presents the business credibly while complying with disclosure requirements.

Risk factor disclosure. Material risks to the business require disclosure in the prospectus. The risk factor content is typically negotiated between issuer (where the inclination is toward narrower disclosure) and sponsor/legal counsel (where the inclination is toward broader disclosure to support due diligence defence). The CFO contributes to this negotiation.

Working capital statement. The CFO leads working capital statement preparation. See dedicated section below.

Forecast and guidance. Where the prospectus includes forward-looking financial information (which is increasingly common but still optional), the CFO’s role in preparing defensible forward-looking statements is central. Forecasts that prove dramatically wrong post-IPO damage credibility and sometimes attract regulatory scrutiny.

Capitalisation and indebtedness. Detailed disclosure of the company’s capital structure, debt facilities, and contingent liabilities. The CFO ensures completeness and accuracy.

Material contracts. Disclosure of contracts material to the business — customer contracts where concentration is high, supplier contracts where exclusivity matters, financing arrangements, lease commitments. The CFO works with legal counsel on identification and disclosure.

Comfort letter coordination. The reporting accountants provide comfort letters on financial information in the prospectus. The CFO coordinates the comfort letter process — the financial information being verified, the procedures the reporting accountants will perform, the specific representations being made.

Verification process. Each statement of fact in the prospectus is verified against supporting evidence through a structured verification process led by legal counsel. The CFO contributes to verification of financial and business claims, ensuring the verification record supports each disclosed statement.

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The Working Capital Statement

The working capital statement deserves specific attention because it is often the most challenging single element of IPO preparation for the CFO. The statement confirms that the business has sufficient working capital for its present requirements — typically defined as 12-18 months following the prospectus date — taking into account the IPO proceeds and any committed facilities.

What the working capital statement work involves:

Detailed cash flow forecast. A comprehensive cash flow forecast covering the working capital statement period, with monthly granularity, supported by detailed assumptions documented to the standard the reporting accountants will require. The forecast must reconcile with the business plan, the OFR commentary, and any forward-looking information elsewhere in the prospectus.

Sensitivity analysis. The working capital statement requires confirmation that the business has sufficient working capital under reasonable downside scenarios, not just the base case. The CFO defines the sensitivity scenarios — typical components include revenue underperformance, margin compression, working capital absorption variance, capex slippage — and verifies that the business can operate through each.

Headroom analysis. The minimum cash position through the working capital period, with adequate headroom to support the working capital statement. Where headroom is tight, additional facility arrangement or capital raising may be required before the working capital statement can be made.

Reporting accountants’ opinion. The reporting accountants provide their opinion on the working capital statement based on detailed work covering the underlying analysis. The CFO supports this work and addresses any issues that emerge.

Sponsor / nominated adviser comfort. The sponsor (Main Market) or Nomad (AIM) require comfort with the working capital statement as part of their own responsibilities. The CFO engages with sponsor / Nomad on the analysis and supporting evidence.

Director responsibility. Directors take legal responsibility for the working capital statement. CFOs preparing the statement need to be confident the conclusion is supportable and to brief the Board fully on the basis.

Working capital statement issues are among the most common reasons UK IPOs are delayed or pulled. Strong CFO preparation through the analysis substantially reduces the risk.

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Audit and Reporting Upgrades for Listing

The transition from private company to public company finance reporting involves substantial upgrade. CFOs lead this upgrade across several dimensions.

Audit firm. Many UK private companies are audited by mid-tier or smaller firms. Listed companies typically engage Big 4 auditors (or one of the larger non-Big 4 firms — BDO, Grant Thornton, Forvis Mazars, RSM). The transition involves competitive tender, transition planning, knowledge transfer, and the practical work of the new firm developing audit understanding of the business.

IFRS transition. Where the business has been reporting under FRS 102 (the UK private company GAAP), transition to IFRS is required for listing purposes. The transition involves restating historical periods, identifying GAAP differences, applying the more granular IFRS recognition and measurement requirements, and updating accounting policies. The work is typically substantial — six to twelve months of focused effort.

Internal control framework. Listed companies need documented internal control frameworks supporting financial reporting integrity. The framework documentation, control design assessment, and operating effectiveness testing produce the foundation for the audit committee’s oversight and the directors’ confirmation in the annual report.

Group structure. Listed company group structures need to be coherent and reportable — appropriate consolidation boundary, reasonable structural complexity, transparent intercompany arrangements. Where the existing group structure has accumulated complexity (typical in growth businesses with multiple acquisitions), pre-IPO simplification may be appropriate.

Financial systems. The ERP and reporting infrastructure may need upgrade to support the data quality and reporting cadence listed company finance demands. ERP transformation is a major project; CFOs preparing for IPO often need to deploy or upgrade systems years before the listing event.

Treasury and banking. Listed company treasury includes specific elements — regular forecast and covenant reporting to the Board, formal investment policies for surplus cash, credit risk monitoring, FX hedging policies for international businesses. The treasury upgrade is one specific workstream within the broader finance function upgrade.

Tax compliance. Listed company tax compliance involves additional disclosure (tax strategy publication for businesses above defined thresholds), country-by-country reporting where applicable, additional scrutiny of aggressive tax positions. Pre-IPO tax compliance review identifies issues that should be addressed before listing rather than after.

Reporting calendar and cadence. The transition from typical private company reporting (annual statutory accounts, monthly management accounts) to public company cadence (annual report, half-year results, interim trading updates, results presentations, analyst conference calls) requires substantial process upgrade and dedicated resource.

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Investor Relations Infrastructure

The investor relations function exists in skeletal form (or not at all) in many private companies. By IPO, the function needs to be operational at the standard public market investors expect.

Key elements:

Dedicated IR resource. Most listed UK businesses appoint a dedicated Head of Investor Relations or use IR consultancy support. The CFO works with this resource on investor engagement; doing IR personally without dedicated support is unsustainable for any but the smallest listed businesses.

Investor presentation materials. Standard presentation deck for institutional investor meetings, with consistent messaging, current data, and the analyst-friendly format institutional investors expect.

Sell-side analyst engagement. Initial analyst meetings during IPO build the analyst coverage that supports post-listing performance. The relationships continue through ongoing engagement post-IPO.

Major institutional investor relationships. Personal CFO relationships with the major institutional investors who own meaningful stakes — typically the top 10-20 institutional shareholders. Regular engagement, response to information requests, and availability for one-on-one meetings.

Retail investor communication. Where retail investors form a meaningful part of the shareholder base (more common on AIM than Main Market), specific retail communication channels — dedicated investor section of the website, retail-investor-friendly results announcements, investor evening or webinar formats.

Capital markets day. Annual or biennial structured event for analysts and major institutional investors covering strategic update, business deep-dive, and management Q&A. The capital markets day is a significant CFO commitment in preparation and delivery.

Results announcement and presentation. The annual report and half-year results announcements involve drafted commentary, analyst briefing materials, and live presentation by the CFO and CEO. The cadence is fixed; the CFO operates against it indefinitely after listing.

Trading updates. Quarterly or interim trading updates between full reporting periods. The discipline of producing these to the standard analysts expect requires dedicated effort.

Conference attendance. Sector and broker investor conferences provide periodic structured access to institutional investor base. Attending these conferences with appropriate materials supports ongoing investor engagement.

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Common Reasons UK IPOs Fail or Get Delayed

Not every IPO process completes successfully. Specific failure patterns recur and inform CFO preparation.

Working capital statement issues. As noted above, working capital statement difficulties are among the most common causes of delay. Stronger early preparation reduces the risk.

Audit findings during preparation. Audit work in preparation for listing sometimes surfaces issues — accounting policies that need restatement, control failures that need remediation, related-party arrangements that need restructuring. Material findings can delay timeline by months.

Market window closure. External market conditions affect IPO viability. Volatile equity markets, sector-specific concerns, or broader macro uncertainty can close the market window. Issuers that had been planning for a specific window sometimes need to defer to a later opportunity.

Disappointing book-build. Where institutional demand at intended pricing isn’t sufficient, the IPO may be repriced lower (with corresponding lower proceeds), reduced in size, or deferred. The CFO’s role in maintaining relationships through this is critical.

Diligence findings. Sponsor or institutional investor diligence sometimes surfaces issues that affect deal feasibility — material risks not previously disclosed, customer concentration, regulatory exposure, governance concerns. Significant findings can derail processes.

Forecast credibility. Where forward-looking financial information lacks credibility — through over-optimism, weak supporting analysis, or inconsistency with disclosed performance trends — institutional investors discount or decline. CFOs whose forecasts can’t be defended substantively struggle.

CEO/CFO presentation issues. Roadshow presentations are intensive. Issuers whose senior team doesn’t present credibly to institutional investors face book-build difficulties regardless of underlying business strength. Preparation for roadshow communication matters substantially.

Governance concerns. Governance issues identified during preparation — Chair independence, audit committee composition, conflicts of interest involving controlling shareholders — sometimes require structural change before the IPO can proceed.

Sponsor/Nomad confidence. Both sponsor (for Main Market) and Nomad (for AIM) require their own confidence in the issuer to support the listing. Where the sponsor or Nomad develops concerns during preparation, these need to be addressed or the listing cannot proceed.

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The Path to a London IPO: A Realistic CFO Perspective

UK CFOs who have led successful London IPOs typically describe the journey in similar terms — demanding, formative, and substantively different from anything they did before. The role’s intensity is hard to convey to candidates without prior experience.

Specific perspective worth conveying:

The work consumes the CFO’s calendar. Through the most intensive 6-9 months of preparation and execution, IPO work occupies approximately 60-80% of CFO calendar time. Steady-state operational responsibilities continue but are increasingly delegated. The team beneath the CFO needs to be capable of operating without daily CFO involvement.

The advisor ecosystem is large. Sponsor or Nomad, legal counsel for issuer and underwriters, reporting accountants, IR consultancy, financial PR, depositary or registrar — the advisor team is substantial and needs coordination. The CFO is the primary interface for many of these relationships and the coordinator of cross-advisor working.

The hours are intense. Through the most intensive phases — particularly the final months before launch — the workload approaches what was historically associated with deal advisory rather than corporate finance roles. CFOs without resilience and supportive personal circumstances find this challenging.

The judgement calls are visible. Pricing decisions, disclosure judgements, forecast preparation, response to investor questions, working capital statement preparation — these are visible to multiple sophisticated counterparties whose subsequent confidence in the CFO depends on the quality of judgement displayed.

Post-listing is genuinely different. The transition from preparation to listed-company operation isn’t smooth — the rhythm is different, the audience is different, the pressure is different. The first six months post-listing are typically more demanding than CFOs without prior public company experience anticipate.

The career consequence is significant. Successful IPO leadership is one of the strongest CFO career credentials in the UK market. CFOs who have completed listings command premium compensation in subsequent roles, are accessible to NED appointments, and have visible track record that supports continuing senior progression.

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Engaging an IPO-Capable CFO with FD Capital

FD Capital places CFOs and FDs with prior IPO and public company experience into UK businesses preparing for listing or operating in public markets. We understand that IPO-capable CFO selection is one of the most consequential decisions a pre-IPO business makes, and we conduct candidate matching with the seriousness this warrants.

Our network includes CFOs with completed London Main Market and AIM IPO experience, post-IPO public company finance leadership, and the specific technical skills (UK Listing Rules, FCA Prospectus Rules, IFRS reporting, MAR, UK Corporate Governance Code) that listing leadership requires. We also work with senior FDs with prior IPO involvement (often in number-two finance roles during prior IPOs) who are progressing toward CFO appointments.

Adrian personally screens candidates for IPO-track roles and conducts the matching for material appointments. Initial introduction is typically within 48 hours for urgent requirements; full shortlist within eight working days for less time-pressured engagements.

Initial consultation is confidential and at no charge. Call 020 3287 9501 or email recruitment@fdcapital.co.uk to discuss a CFO requirement for IPO context.

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Related Reading

• CFO Strategic Leadership: The Complete UK Guide — strategic CFO contribution at scale
• The CFO’s Role in Fundraising & Investor Relations — wider fundraising context
• The CFO Career Path: Progression, Transitions & Skills — IPO experience as career credential
• The Interim CFO: When, Why and How — interim CFO engagement including pre-IPO preparation
• CFO Value Creation in PE Portfolio Companies — PE-to-IPO exit route
• Fractional CFO for M&A and Exit Planning — alternative exit route context
• CFO & FD Boardroom Influence — boardroom contribution including in listed company contexts
• CFO-Led Digital & Finance Transformation — finance systems context
• Finance Leadership Recruitment & Hiring — senior finance hiring context

FD Capital Recruitment Services

• CFO Recruitment — permanent CFO search
• CFO Executive Search — retained senior search for IPO-capable CFOs
• Finance Director Recruitment — permanent FD search
• Interim CFO — interim CFO cover including pre-IPO preparation
• CFO for Fundraising — fundraising-specialist CFO placement
• Fractional CFO — fractional CFO recruitment
• Financial Controller Recruitment — operational finance role recruitment

External References

• FCA — Listing Rules Reform PS24/6 — the July 2024 listing rules reform
• FCA — UK Listing Authority — UK listing regime resources
• London Stock Exchange — Main Market — Main Market listing information
• London Stock Exchange — AIM — AIM listing information
• UK Corporate Governance Code — governance framework for listed companies
• ICAEW — professional body for Chartered Accountants
• ICAEW Corporate Finance Faculty — professional resources on IPO and corporate finance
• Companies Act 2006 — director duties applicable to UK listed companies

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