Executive financial leadership without a full-time hire
Most businesses between $2M and $50M have a bookkeeper, a tax preparer, and nobody whose job is to turn the numbers into decisions. That gap is where the expensive mistakes happen.
Start an advisory reviewYou do not need more reports. You need someone accountable for what the reports should change.
“Who tells me what these numbers mean?”
“Can I afford this hire, location or piece of equipment?”
“What should I be looking at every month?”
“How much can I safely take out of the business?”
The difference between accounting and financial leadership
Accounting records what happened. Financial leadership decides what happens next: pricing, capacity, capital, hiring, structure and risk. Both are necessary. Only one of them is usually missing.
- Monthly reporting built for decisions, not compliance
- Forecasting and scenario modeling before commitments
- KPI definition, thresholds and accountability
- A standing meeting where decisions actually get made
What the engagement looks like
A fixed monthly cadence: a close review, a dashboard, a forecast update, and a working session on the two or three decisions in front of you. Quarterly, we step back to capital, capacity and structure. Annually, tax planning and the following year's plan.
- Monthly: close review, dashboard, 13-week cash, decision session
- Quarterly: capacity, capital, pricing and structure review
- Annually: budget, tax plan and growth model
- Always: someone to call before you commit
How to know you need this
You are making seven-figure decisions with five-figure information. Your reports arrive weeks late. You cannot get a straight answer on what a decision costs. You are the only person in the business who thinks about the numbers, and you also have a business to run.
Go deeper on the piece that applies to you.
Financial Reporting
Monthly packages arrive late, contain everything, explain nothing, and get filed without changing a single action.
Read →Budgeting
Budgets are often built as last year plus a percentage, then abandoned by March when reality diverges.
Read →Forecasting
Owners make commitments and then find out the consequences. A forecast reverses that order.
Read →Board Reporting
Owners send raw financials to lenders and boards, then spend the meeting defending the format instead of discussing the business.
Read →Decision Support
The most valuable financial work happens in the two weeks before a decision, which is exactly when most owners have nobody to call.
Read →Business Scorecard
Teams are asked to improve performance without a shared definition of what performance means or who owns each number.
Read →Owner Dashboard
Owners either get everything or nothing. What they need is a small forward-looking page they can trust at 7:00 a.m.
Read →