The Integrated Three-Statement Model and Valuation
Treasury, Cash and Liquidity Management
Group Consolidation Across Multiple Entities
Corporate Tax Strategy and Group Structuring
Audit, Internal Controls and Governance
Fundraising, Debt and Capital Structure
and 4 more modules, listed below
Syllabus
12 modules, 106 lessons
Prefer to take it one module at a time? Each module below can be taken on its own at the price shown. Taking the full course saves you AED 650 against buying every module separately.
01The CFO Mandate and Group Finance Operating ModelAED 500
What the CFO role actually is in a UAE property group, how to structure group finance across multiple entities, and the operating model, controls, calendar and team that let finance run the business rather than just record it.
1.1What a CFO actually ownsLocked
1.2CFO vs controller vs finance directorLocked
1.3Mapping the group: legal entities vs operating unitsLocked
1.4Designing the finance operating modelLocked
1.5The group chart of accounts and one version of the truthLocked
1.6The group financial calendar and close disciplineLocked
1.7Controls, delegation of authority and segregation of dutiesLocked
1.8Building and leading the finance teamLocked
02Financial Strategy and the Long-Range PlanAED 600
A CFO-level playbook for building a defensible 3-5 year long-range plan for a UAE property group: setting financial strategy from ownership goals, translating it into driver-based models, stress-testing scenarios, and turning the LRP into capital, tax and treasury decisions grounded in current UAE rules.
2.1From Owner Goals to a Financial StrategyLocked
2.2The Long-Range Plan and How It Differs From a BudgetLocked
2.3Building a Driver-Based ModelLocked
2.4Revenue and Growth Assumptions You Can DefendLocked
2.5Scenario and Sensitivity AnalysisLocked
2.6Linking Strategy to Capital and Funding NeedsLocked
2.7Value Creation Metrics and Return on CapitalLocked
2.8Embedding Tax and Structure Into the Long-Range PlanLocked
2.9Presenting the Plan and Monitoring Against ItLocked
03The Integrated Three-Statement Model and ValuationAED 550
A practical, build-it-yourself guide to constructing an integrated income statement, balance sheet and cash flow model for a UAE property group, then using it to value the business, stress-test it, and defend the numbers to a board or investor.
3.1Why the three statements must be one model, not three tabsLocked
3.2Building the revenue and cost drivers for a property groupLocked
3.3Working capital: the engine that eats a broker's cashLocked
3.4The balance sheet: assets, debt and the equity roll-forwardLocked
3.5The cash flow statement: the truth-teller of the modelLocked
3.6Closing the loop: circularity, the revolver and interestLocked
3.7From model to value: DCF and free cash flowLocked
3.8Cost of capital, enterprise value and equity valueLocked
3.9Sensitivity, scenarios and defending the numberLocked
04Treasury, Cash and Liquidity ManagementAED 550
A CFO-level treasury playbook for a UAE property group: build cash visibility, forecast liquidity, manage bank relationships and facilities, run FX and interest-rate risk, invest surplus, and keep RERA trust money ring-fenced and compliant.
4.1The Treasury Mandate: From Bookkeeping Cash to Managed LiquidityLocked
4.2Building the Group Cash Map and Bank Account StructureLocked
4.3The 13-Week Rolling Cash Flow ForecastLocked
4.4Working Capital and the Commission Collection CycleLocked
4.5Bank Relationships and Facility Structuring in the UAELocked
4.6FX and Interest-Rate Risk in a Pegged-Currency EconomyLocked
4.7Investing Surplus Cash Without Losing LiquidityLocked
4.8RERA Trust, Escrow and Client-Money SegregationLocked
4.9Payment Controls, Fraud Prevention and Treasury GovernanceLocked
05Group Consolidation Across Multiple EntitiesAED 600
A practical CFO-level guide to consolidating a UAE property group: building the group structure map, eliminating intercompany balances and profits, handling acquisitions and goodwill, translating foreign currency, presenting non-controlling interests, and closing a clean group set fast.
5.1Why You Consolidate, and When You Are Legally Required ToLocked
5.2Mapping the Group and Choosing the Right Accounting MethodLocked
5.3The Mechanics of Aggregation and the Consolidation WorksheetLocked
5.4Eliminating Intercompany Balances and TransactionsLocked
5.5Eliminating Unrealised Profit in Intercompany TransfersLocked
5.6Business Combinations, Goodwill and Fair Value on AcquisitionLocked
5.7Non-Controlling Interests and Changes in OwnershipLocked
5.8Foreign Currency Translation of Overseas EntitiesLocked
5.9Running a Fast, Clean Group CloseLocked
06Corporate Tax Strategy and Group StructuringAED 600
A CFO-level playbook for architecting a UAE property group under Federal Decree-Law 47/2022: choosing the group structure, using tax groups and transfer pricing, weighing free zone versus mainland, and managing the DMTT, exemptions and the corporate tax calendar so the group pays the right tax and survives an FTA audit.
6.1The strategic tax question: what the CFO actually optimisesLocked
6.2Mapping the group: who is a taxable person and who is exemptLocked
6.3Small Business Relief and the AED 3m lever, with its sunsetLocked
6.4Forming a UAE Tax Group and when it paysLocked
6.5Transfer pricing and the arm's-length principle across the groupLocked
6.6Free Zone versus mainland: the 0% Qualifying Free Zone PersonLocked
6.7Holding companies, the participation exemption and dividend flowsLocked
6.8Restructuring reliefs: moving assets and businesses without triggering taxLocked
6.9The 15% DMTT and when a group grows into Pillar TwoLocked
6.10Compliance, records and the corporate tax calendarLocked
07Audit, Internal Controls and GovernanceAED 550
A CFO-level playbook for building the control environment, running the external audit, standing up internal audit and governance, and meeting UAE-specific obligations (Corporate Tax records, VAT, UBO, AML) for a Dubai property group.
7.1Why controls, audit and governance are the CFO's jobLocked
7.2Designing the control environment and segregation of dutiesLocked
7.3Preventive, detective and the three lines modelLocked
7.4Preparing for and managing the external auditLocked
7.5Standing up an internal audit functionLocked
7.6Board governance, audit committee and delegated authorityLocked
7.7Enterprise risk management and the risk registerLocked
7.8UAE compliance controls: Corporate Tax, VAT, UBO and AMLLocked
7.9Fraud risk, whistleblowing and testing the frameworkLocked
08Fundraising, Debt and Capital StructureAED 550
A CFO-level playbook for financing a UAE property group: sizing debt capacity, choosing between bank facilities, bonds and equity, negotiating covenants and security, running a raise, and pricing capital against real Dubai lending terms.
8.1Why Capital Structure Is a CFO Decision, Not an AfterthoughtLocked
8.2Sizing How Much Debt Your Group Can Actually CarryLocked
8.3The UAE Debt Menu: Facilities You Can Actually GetLocked
8.4Reading a Term Sheet and Negotiating CovenantsLocked
8.5Security, Guarantees and What Lenders TakeLocked
8.6Equity Raises: Dilution, Valuation and the Cap TableLocked
8.7The Weighted Average Cost of Capital and the Optimal MixLocked
8.8Running a Debt Raise End to EndLocked
8.9Refinancing, Distress and Managing Debt Through a DownturnLocked
09Capital Allocation and Investment DecisionsAED 550
How a UAE property-group CFO ranks and funds competing uses of capital: building an investment framework, running DCF and payback on real deals, setting hurdle rates, sizing dividends and buybacks, and governing the whole thing so cash goes to its highest-return use.
9.1The capital allocation menu: five doors for every dirhamLocked
9.2Cost of capital and the hurdle rate you actually useLocked
9.3NPV and IRR: ranking projects with discounted cash flowLocked
9.4Payback, sensitivity and killing the false precisionLocked
9.5Reinvestment: growth capex versus maintenance capexLocked
9.6Acquisitions: paying for a business without overpayingLocked
9.7Returning cash: dividends, buybacks and the debt-repayment choiceLocked
9.8Real options and staging: buying the right to decide laterLocked
9.9Governance: the capital committee and the post-investment reviewLocked
10Finance for a Property Group: RERA, Trust Accounts and Commission EconomicsAED 550
The finance-leadership playbook for running a Dubai property group: escrow and trust-account discipline, commission revenue recognition, agent payout economics, cash-to-close realities after the Feb 2025 upfront-fee rule, VAT and Corporate Tax on brokerage, AML/UBO controls, and a property-group KPI pack the CFO owns.
10.1The money map of a Dubai property groupLocked
10.2RERA escrow and trust accounts: what the CFO must controlLocked
10.3Commission revenue recognition: when a deal becomes revenueLocked
10.5Cash-to-close after the February 2025 upfront-fee ruleLocked
10.6VAT for a brokerage and developer groupLocked
10.7Corporate Tax strategy for the property groupLocked
10.8AML, UBO and financial-crime controls the CFO ownsLocked
10.9The property-group KPI pack the CFO reports to the boardLocked
11Board, Lender and Investor ReportingAED 450
How a UAE property-group CFO builds board packs, lender covenant reports, and investor updates that are honest, decision-ready, and defensible.
11.1The Board Pack That Gets ReadLocked
11.2Choosing KPIs the Board Actually NeedsLocked
11.3Reporting Covenant Compliance to LendersLocked
11.4Investor Updates That Build TrustLocked
11.5One Version of the Truth Across AudiencesLocked
11.6Forward-Looking Reporting and ScenariosLocked
11.7Property-Group Reporting: RERA, Escrow and Related PartiesLocked
11.8Governance, Minutes and the Audit TrailLocked
12Risk, Insurance and the CFO as Strategic PartnerAED 450
The capstone module of the Finance Leadership tier: how a UAE property-group CFO builds an enterprise risk framework, buys and structures the right insurance cover, hedges FX and rate exposure, protects against fraud and business interruption, and finally steps out of the ledger to become the strategic partner who shapes the group's decisions rather than just reporting on them.
12.1Building an Enterprise Risk Register the Board Will Actually UseLocked
12.2Mapping the UAE Property Group's Real ExposuresLocked
12.3The Corporate Insurance Programme: What to Buy and WhyLocked
12.4Retention, Deductibles and Self-Insurance EconomicsLocked
12.5Hedging Currency, Rate and Counterparty RiskLocked
12.6Fraud, Internal Controls and Business ContinuityLocked
12.7From Scorekeeper to Strategist: The CFO as Business PartnerLocked
12.8The CFO's Operating Rhythm and Continuous ImprovementLocked
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