Selective by design
Begin witha conversation.
A focused first hour about how the business runs, where the time and money go, and which of the three practices would change the most. No obligation, no deck.
Begin with a conversationStrategic finance for the people who run companies: what the numbers mean, what they allow, and what comes next. We begin with the three questions every leadership team should be able to answer on a Tuesday.
Not a prediction. An educated guess with its assumptions written down, which is the only kind worth making.
One working session on how the business runs, where the time and money go, and which decision is next. You leave with the three questions answered in ranges, the assumptions written down, and a one-page note on what we would do and what it would cost.
A thirteen-week cash view with its assumptions. Margin by customer and by product. A budget and a plan-against-actual you will actually read, and a pricing view where it matters. Built from the records you already keep, checked against real numbers, and handed over with the habit of updating it.
A monthly rhythm: the plan against what happened, the assumptions that moved, and the decisions in front of you, a hire, a lease, a raise, a price, each with a range instead of a promise. The calm of knowing what you will look at, and when.
The five numbers that run the business, in one place, with what changed and why. Not more data: the right signal at the right moment, for everyone who decides.
An hour on how the business runs. No deck, no obligation.
The last twelve months and the current plan, read the way a finance team reads them.
What we would do, what it costs, what it should return, and how we will measure it. One page.
Sessions on a cadence you can keep. Everything in writing, nothing in your head.
At ninety days: what moved, what did not, and whether to continue.
We work from the records you already keep and ask what they mean for the next decision: where cash is headed, what earns its keep, and what to decide next.
We do not keep the books or file returns. We read the record you have and plan from it.
No forecast is right. Ours say how wrong they might be: a range, its assumptions, and the date we check them.
Planning conversations and decision support. Not financial, tax, legal or investment advice.
A focused first hour about how the business runs, where the time and money go, and which of the three practices would change the most. No obligation, no deck.
Begin with a conversation