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Finance that keeps pace with growth

Your business grew. Your finance function needs to catch up.

Fractional CFO leadership, ERP and systems expertise, forecasting, reporting, and cash-flow discipline for growing and operationally complex businesses.

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Finance should help you run the business — not just explain last month.

One management view

Revenue · TTM
$24.6M
+11.2% YoY
Gross margin
31.4%
−2.1 pts
Cash
$1.2M
13-wk low $430K
Working capital
$6.1M
+9% QoQ
Forecast · FY
±2.8%
vs actual, 6-mo avg
On-time delivery
94.2%
target 95%
Fragmented sources → one management viewIllustrative example — not client results
The growth gap

You feel it before you can name it.

The business moved forward. The information needed to run it did not.

Month end

Leadership discusses last month while already operating in the next one.

  1. Day 5Numbers are not ready
  2. Day 10Still reconciling
  3. Day 18Management package arrives
  4. Day 22The decisions were made two weeks ago

The problem is not accounting.

Cash

The business is growing. Growth is consuming the cash.

  1. Income statementProfitable
  2. Bank balanceDeclining
  3. InventoryUp 18%
  4. ReceivablesUp 22%

Profit and cash are not the same thing.

Forecast

The budget was set once and never moved again.

  1. JanuaryAnnual budget approved
  2. Q2Actual results diverge
  3. Q3Conditions change again
  4. Q4Budget unchanged, and unused

A forecast nobody trusts is not a management tool.

The gap is not more accounting. It is management visibility.

Executive visibility

See the business clearly enough to act.

Where is cash going? Which work earns a margin? What should management act on this week? Explore six connected views built to answer those questions.

The whole business on one screen

Revenue, margin, cash, and forecast reliability in a single view — the four questions a leadership team asks first, answered before the meeting starts.

Revenue · TTM

$52.4M

+8.4%up, positive

vs prior twelve months

EBITDA margin

12.8%

+0.6 ptsup, positive

plan 12.2%

Cash balance

$1.94M

−4.1%down, negative

inventory build in Q2

Forecast accuracy

96.2%

+5.8 ptsup, positive

rolling six-month average

Revenue against plan

Trailing twelve months

$M
  • Actual
  • Plan

Monthly revenue compared with the annual operating plan over the trailing twelve months, in millions of dollars.

Monthly revenue compared with the annual operating plan over the trailing twelve months, in millions of dollars.
PeriodActualPlan
Jul$3.8M$3.8M
Aug$3.9M$3.9M
Sep$4.0M$4.0M
Oct$4.2M$4.1M
Nov$4.3M$4.2M
Dec$4.2M$4.3M
Jan$4.4M$4.3M
Feb$4.4M$4.5M
Mar$4.6M$4.5M
Apr$4.6M$4.6M
May$4.7M$4.7M
Jun$4.8M$4.9M

Revenue by segment

Trailing twelve months

  • Manufactured products46%
  • Distributed products27%
  • Service and maintenance18%
  • Parts and consumables9%

Share of trailing twelve-month revenue contributed by each business segment.

Share of trailing twelve-month revenue contributed by each business segment.
SegmentShare
Manufactured products46%
Distributed products27%
Service and maintenance18%
Parts and consumables9%

Illustrative dashboard using sample data for a composite business. Figures are examples of the reporting we build, not measured client results.

How we close the gap

One connected finance operating system.

Accounting records what happened. Advisory connects operations, the financial core, and management decisions through six capabilities.

  1. Lead

    Fractional CFO & Controller

    Senior financial judgement applied to the decisions actually in front of you.

  2. Plan

    Reporting & Forecasting

    A forward view the management team is willing to commit to.

  3. Control

    Process & Internal Controls

    Accountability that survives growth and staff turnover.

  4. Operate

    ERP & Financial Systems

    Systems configured around how the business actually runs.

  5. See

    Dashboards & BI

    Management visibility with an owner attached to every number.

  6. Fund

    Cash Flow & Working Capital

    Liquidity you can see far enough ahead to manage.

Explore Services
Start where it hurts

What is getting harder as you grow?

Choose the symptom you recognize. We will show you what usually sits behind it.

Choose one starting point

Selected: Our reporting is too slow

Our reporting is too slow

What this usually indicates

Close duration is usually a sequencing and ownership problem rather than a software problem. When nobody has defined what happens in what order, the general ledger waits on inputs that were never cut off.

What we would examine

  • Close calendar, task ownership, and cutoff discipline
  • Subledger dependencies across AP, inventory, and payroll accruals
  • Reconciliation backlog and account structure
  • What leadership needs on day five versus what arrives on day twenty

Capabilities that usually apply

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Industries

Complexity is the common thread.

Inventory, projects, multiple entities, or sponsor reporting connect the businesses we help. Roughly $5M–$100M in revenue is a guide, not a requirement.

All Industries

Engagements

A clear scope and investment from the start.

Most engagements begin with an assessment. A known need can move directly into project work or ongoing leadership.

View Engagements

Investment in USD. Defined scope, responsibilities, and fee. No hourly billing.

Insights

Perspectives on finance, systems, and operations.

Practical perspectives on close discipline, ERP decisions, and cash visibility.

All insights
Get started

Build the finance function your next stage requires.

Tell us what is getting harder. We will discuss your reporting, systems, cash, and management needs — and where to start.

Schedule an Advisory Call