Cash Flow Control
13-week cash forecasts, monthly reporting, variance analysis, customer collections, supplier timing, payroll planning, and early warnings before cash pressure becomes a crisis.
Strategic CFO advisory
Finance leadership for owners making decisions that bookkeeping cannot answer.
For founder-led and owner-operated businesses that need cash-flow control, integrated forecasting, financing strategy, tax-aware owner decisions, and financial reporting that explains what to do next.
The CFO decision journey
Strategic CFO work starts by understanding how the business actually makes money, then connects the model, cash, tax, capital, and reporting to the decision in front of the owner.
01Understand the business
02Build the model
03Forecast cash
04Structure capital
05Report what matters
06Decide and execute
Integrated Forecasting
Revenue forecast, income statement, balance sheet, cash flow statement, working capital schedule, and debt schedule connected into one decision model.
KPI and Unit Economics
Revenue drivers, gross margin, contribution margin, customer economics, utilization, capacity, hiring plan, and the operating metrics behind the financial statements.
Financing Readiness
Debt capacity, lender case, DSCR, collateral, working-capital need, sources and uses, covenant sensitivity, and owner guarantees before approaching capital providers.
Owner Tax and Wealth
Salary versus dividend, holding company review, passive income exposure, real estate ownership, compensation planning, and after-tax capital allocation.
Acquisition and Exit Support
Normalized EBITDA, owner add-backs, working capital, quality of earnings, buyer trust, 100-day cash plan, and financial cleanup before diligence.
A useful CFO model has more than a revenue tab.
The model should show how growth turns into cash, how cash turns into financing needs, and where tax, debt, working capital, and owner distributions change the answer.
Operating model
How the company earns revenue, what drives cost and capacity, which customers or products carry margin, and where growth strains people, systems, or cash.
Working capital model
Receivables, payables, inventory, deposits, deferred revenue, and payment timing, so profit is not confused with available cash.
Debt and capital model
Drawdowns, repayments, interest, covenant pressure, equity needs, investor cases, and financing gaps before they become urgent.
When the next decision depends on the numbers, the reports need to explain what to do.
Monthly financials should do more than summarize the past. They should clarify whether to raise capital, cut spend, buy property, restructure debt, sell, hire, or wait.
- Compare actuals against forecast and identify the operational cause, not only the accounting variance.
- Separate sustainable earnings from one-time items, owner expenses, and timing distortions.
- Show the owner how each option changes cash, tax, debt capacity, valuation, and personal risk.
Strategic Finance Review
A focused review for owners who need to understand whether the current finance function, tax structure, forecast, and capital plan support the next major decision.
Request a ReviewCommon CFO questions we help answer.
Can the business afford the next move?
Hiring, expansion, equipment, real estate, acquisition, or a new financing round should be tested against cash runway, margin, working capital, and debt service.
What would a lender or buyer question?
Debt providers and buyers look for sustainable cash flow, clean reporting, normalized earnings, defensible forecasts, and a clear bridge from history to plan.
Is the owner keeping enough after tax?
Profit is only part of the answer. Compensation, holding companies, passive investments, real estate, debt, and exit planning determine what the owner actually keeps.