Find the cash that’s stuck in your business.
Get it into your bank account where it belongs.
60 minutes. No charge.
You’ve fixed it. Somebody else has fixed it. And next quarter, there it is again: the same overtime, the same rush freight, the same inventory nobody can explain, the same “the numbers don’t match.”
You don’t need to know what’s causing it. That’s my job.
Tell me what’s driving you crazy. We’ll start there.
60 minutes. No charge.
Sound familiar?
We’re busy all the time, but nothing ships.
Overtime and rush freight are killing us.
I don’t trust the numbers I’m getting.
We’re making money. Where’s the cash?
It feels like we’re financing everyone else’s business.
Every quarter, a different surprise. Same problem.
If you just nodded, there’s cash sitting in your operation right now.
Every report you run is right.
Not in any of them.
It’s split across all of them.
And nothing puts the pieces together.
So you watch the number you can see.
The one you can’t see keeps costing you. Every month.
It’s not your people. It’s not the shop.
It’s what your reports were never built to show you.
60 minutes. No charge.
Earlier in my operating career, I ran the warehouse for a furniture company. A report classified $250,000 of inventory as damaged, and my boss told me to throw all of it out.
I walked the floor before anything was discarded. The report had located the inventory carrying the damaged classification. It could not show what action each item actually required.
Real operating example · company kept anonymousThe physical review found
Cash Gap Analysis
No data dump. I don’t need your full financials or a stack of invoices. Just the handful of reports your people already use to run that part of the business.
We go through what I find together. Then you decide what’s next.
What you get back
A number matters only when you can understand where it came from and what it supports.
Every figure traces to the reports you provide, information you state, or arithmetic I show you. Assumptions are flagged.
If the evidence cannot support a number, I tell you what is missing. Each deliverable states its coverage and limitations.
For each finding, you receive three options. You can question an assumption, challenge a conclusion, and decide what to do next.
Your client is profitable on paper and still short on cash. You can see it, but digging into their operations isn’t your role. I work a defined scope alongside you, and we agree how it fits before anything starts.
Bankers, CPAs, investment bankers, M&A firms, PE firms, and attorneys
You have clients whose reports show a profit while cash remains tight. Introduce me for a defined engagement, run it through your firm, or co-deliver. For lenders: some of the companies you’d decline today could be bankable once the cash problem is fixed.
Fractional CFOs, expense specialists, and sales-growth or pricing specialists
I bring an additional operational lens alongside the work you already do. Subcontract, co-deliver, or introduce me for a limited engagement. The arrangement is decided case by case.
That includes implementation and ongoing advisory. The primary advisory relationship remains with you.
I have worked inside businesses as a controller and operations manager, and alongside them as a commercial banker and consultant. One thing I have learned is that a report can be accurate, yet still be wrong for the decision in front of you.
I have seen companies use a report to measure a key indicator it was never designed to capture. I have also seen different departments work from reports drawn from different data sets or different points in time. This is how capable executives make the right decision with the information they receive, but still get the wrong results.
I am a finance guy who likes living in the operations world. I start with what is bothering you, learn how that part of the business actually works, identify the patterns, and then use the records to quantify what the evidence supports.
The goal is a practical answer: why the problem keeps happening, what the evidence supports in dollars, and what you can do to resolve it.
The starting question is whether your company is profitable on paper but cash poor in reality. Most of my experience is with manufacturers, wholesalers, and distributors, but retail and service businesses are not excluded. The problem determines fit; the evidence determines what we find.
The usual focus is $10 million to $150 million in revenue. That range signals focus; it is not a hard boundary. If your company is smaller or larger, we can discuss the problem and whether the work fits.
You tell me what’s frustrating you. I ask how that part of the business works. By the end you’ll know where to look first, and if it makes sense to go further, I’ll tell you exactly what that looks like.
I bring an additional operational lens that complements the work already being done. Your advisor retains the primary relationship, we agree the scope, and any expansion is decided together.
No. Every engagement stands on its own. Continue, pause, or take it from here. Implementation and ongoing advisory remain available whenever you need them, and each is optional and separately scoped.
One conversation. 60 minutes. You’ll walk away with a clearer picture than you have today.
Let’s Start There