Twenty years in finance. A decade as CFO and COO of manufacturing operations. I don't just read your financials — I build the systems behind them: a close that lands in days, a 13-week cash forecast you actually trust, and margins you can finally see by product, job, and customer.
Decisions get made by checking the account, not a forecast. Growth feels like risk instead of a plan.
Sales are up, the bank account isn't. Inventory, receivables, and payroll are consuming every dollar the growth brings in.
You know the company's profitable — roughly. But by product, job, or customer? Nobody can say which work to chase and which to fire.
The finance function a $5M–$30M company needs — installed at the size you are now, designed to scale to the size you're becoming.
Checklist-driven close with your bookkeeper or controller — accurate statements by the 10th, not the 25th, every month.
The single most valuable page in the business: what's coming in, what's going out, and exactly when it gets tight — updated weekly.
Real manufacturing cost accounting — standards, variances, overhead absorption — so pricing and quoting stop being guesses.
The 8–12 numbers that actually drive your business, on one page, reviewed on a rhythm — finance as an operating system, not a rearview mirror.
An annual budget the team believes, reforecast quarterly, with what-if models for the big moves: new line, new plant, new hire, new debt.
Lender-grade packages, covenant management, equipment and working-capital financing — and clean, defensible numbers if a sale or investment is ever on the table.
Flat monthly retainers — no hourly meters. Every tier begins with the Finance Function Assessment, and every tier is a fraction of a full-time CFO's $350K+ loaded cost.
Tell me a little about the business — revenue range, what's frustrating you about the numbers — and I'll come to the fit call already prepared.