Strategic financial leadership, in the form that fits.
Four service lines, four ways to engage — from a three-week focused analysis to standing CFO-level leadership.
What We Do — and What We Don’t
We provide strategic financial leadership: planning, forecasting, performance measurement, unit economics, cash management, enterprise value building, exit readiness, and transaction support. We bring the judgment of a CFO to companies that need it and aren’t ready to hire one full-time.
We do not do bookkeeping, monthly close, financial statement preparation, or tax compliance. That work stays with your accounting provider, or we introduce you to one.
Our clients are typically $10 million and up in revenue, though what matters more is whether the decisions in front of you warrant senior financial leadership.
Diagnostics
You’d call us when you need a straight answer to one question and don’t want to buy a relationship to get it.
Most engagements start here. A diagnostic is a defined, fixed-scope assessment that answers a specific question in two to four weeks and ends with written findings, quantified where they can be quantified, and a clear recommendation on what should happen next. No open-ended discovery, no retainer required.
Exit Readiness Assessment
A structured review across earnings quality, revenue durability, customer concentration, management depth, working capital, reporting maturity, forecast credibility, add-back defensibility, and diligence exposure. You get a scored assessment, a gap register, and a prioritized roadmap.
Financial Performance Assessment
Where the money is actually made and lost. Margin structure, unit economics, and cost position, with a register of specific improvements — each with an estimate attached, an owner, and a sequence.
Cash & Forecast Diagnostic
A 13-week cash forecast built and handed to you, alongside a working capital cycle analysis, covenant headroom assessment, and the liquidity risks you can’t see from the bank balance.
Strategic CFO Advisory
You’d call us when the decisions have gotten bigger than the reporting, and you’re the only one looking at the whole picture.
The standing relationship — fractional CFO leadership on a defined cadence, with a prepared executive package before every session and a decision log carried forward between them. You get a senior advisor who knows your business, not a report you have to interpret alone.
Planning and forecasting
Annual planning and budgeting, a driver-based rolling 12-month forecast, and a 13-week cash forecast maintained on a working cadence — with scenarios when a decision needs them.
Measurement and economics
The KPIs that actually predict performance in your business, the reporting built around them, and unit economics at the level decisions are made — job, contract, crew, route, customer, product, or location.
Pricing, margin, and capital
Where price, mix, and cost meet — usually the fastest earnings improvement available. Plus capital structure guidance and the covenant modeling that keeps a lender relationship calm.
Third-party credibility
The board, investor, and lender reporting that survives scrutiny. Bonding capacity support, work-in-process and cost-to-complete review, and waiver or amendment support when a covenant tightens.
And When Something Big Has to Get Done
Strategic initiatives fail in the gaps between people. The accountant is waiting on the attorney, the implementer is waiting on a decision nobody has made, and the owner finds out in month four that nothing has moved.
We take the initiative and hold it — the plan, the sequence, the milestones, and the working cadence across your internal team and your outside advisors. Your accountant, your attorney, your banker, your systems implementer, your insurance and surety agents. Somebody has to convene that group and keep it honest, and it is rarely a good use of the owner’s week.
This is not limited to finance. Operational initiatives with a financial consequence are exactly where the value usually is.
Value Creation & Exit Readiness
You’d call us when you’re three to five years out and want the eventual number to be the one you had in mind.
This is where running your company like you’re going to sell it stops being a slogan and becomes a work plan.
Buyers pay for a specific set of things: earnings that hold up under examination, growth that looks durable rather than lucky, margins with a structural explanation, revenue that isn’t concentrated in two customers, forecasts that have proven accurate, and a business that runs without depending entirely on the owner. Each of those is buildable, and each takes longer than the twelve months most owners give themselves.
We work those drivers deliberately — normalized earnings and add-back documentation built contemporaneously rather than reconstructed under diligence pressure, working capital and the peg that gets negotiated at closing, concentration remediation, reporting maturity, and management depth. Delivered as a defined program with gate reviews, or as a workstream inside an ongoing advisory relationship.
Transaction Advisory
You’d call us when a letter of intent is drafted, a diligence request list has arrived, or you’re about to sign something that reprices the last twenty years.
The moments where the quality of your numbers determines the outcome — and where being unprepared is expensive in ways that don’t show up until the purchase price adjusts.
Sell-side preparation
Quality of earnings support, normalized EBITDA and add-back substantiation, working capital analysis and peg support, data room readiness, buyer-ready financial packaging, and management of the diligence response so it doesn’t consume your leadership team.
Diligence and integration
Financial due diligence support, acquisition modeling, synergy assessment, and deal-structure analysis — then post-close integration of finance, reporting, and controls, so the acquisition delivers what the thesis promised.
Financing support
Lender package preparation, projections that withstand a credit committee, term comparison, covenant modeling, and negotiation support. Equity capital raise support.
Transition support
Continuity for owners who stay on with the buyer — bridging your business into their organization and helping you succeed in a role you didn’t design.
Advisory Sprints
Sometimes you don’t need a CFO. You need one specific question answered properly, by someone who has answered it before. A sprint is a fixed-scope, fixed-fee engagement of two to four weeks. One defined deliverable, one clear recommendation, one price agreed before we start. No retainer, no annual term, no open-ended discovery.
Sprints start at $7,500 and typically range from $7,500 to $25,000 depending on scope.
Built to see what’s coming
13-week cash forecast build
·Rolling 12-month forecast build
·Three-statement financial model
·Annual budget build
·Scenario and sensitivity modeling
·Working capital and cash conversion cycle review
·Debt covenant compliance review
Built to know where you stand
KPI identification and definition
·Management dashboard build
·Performance measurement system design
·Chart of accounts and management reporting redesign
·Lender or board reporting package
·Close calendar and reporting package
Built to know what earns
Unit economics review
·Pricing analysis
·Margin and expense analysis
·Segment and channel contribution analysis
·Marketing spend analysis with CAC and LTV
·Customer and vendor concentration
·Revenue recognition and billing model review
Built to choose well
Capacity planning
·Lease versus buy
·Make versus buy
·Capex prioritization and ROI
·Headcount plan and productivity review
·Sales compensation economics
·ERP and finance tech stack review
·Normalized EBITDA and add-back scrub
We work alongside your bookkeeper or accountant — or we’ll introduce you to one. We don’t compete with them.
Our work depends on your records being reliable, so we care a great deal about who keeps them. What we don’t do is take that work over. If you have a bookkeeper or controller who is doing a good job, we work with them and make their output more useful. If you don’t, or if your records aren’t keeping pace with the business, we’ll introduce you to a firm in our partner network and stay out of the way.
Tax compliance, tax planning, attest work, and formal business valuations are handled the same way — by independent specialists you select and engage directly. We can make introductions; the selection is yours.
Start with a conversation.
Tell us what’s in front of you. We’ll tell you honestly whether we’re the right fit.
Not ready for a call? Explore Advisory Sprints →