Every industry has its own version of the cash problem.
These are the ones we know from the inside. Each page exists because there is something materially different to say: what we usually see at a certain stage, the numbers we watch, and what we build. No page is a copy of another with the industry name swapped.
Every industry has its own cash problem
Transportation and logistics
Fuel, driver pay, equipment notes and lender covenants, all moving at once.
What we usually see when a carrier goes from $5M to $20M
Construction and trades
Growing backlog doesn't always mean growing cash.
What we usually see when a contractor goes from $10M to $30M
Auto dealerships
Floor plan, factory statements, F&I, and a balance sheet that changes every day.
What we usually see when a dealer adds a second store
Family-owned real estate
One family, six LLCs, and nobody has the whole picture.
What we usually see when a brokerage or landlord family reaches its fourth entity
Restaurants
Sales every day, a P&L once a month, and the margin gone by the time you see it.
What we usually see when a restaurant group opens its third location
Retail and inventory-heavy businesses
Profit on the P&L. Cash on the shelves.
What we usually see when a retailer's inventory outgrows its cash
Manufacturing
The shop is busy, the backlog is full, and nobody can say what a job actually cost.
What we usually see when a manufacturer passes $10M
Professional services
Everyone is busy. The margin isn't.
What we usually see when a services firm passes 25 people
Medical and dental practices
Production is up. Collections aren't.
What we usually see when a practice adds its second provider
Tell us what's going on. We'll tell you what we see
One conversation with Chris, no deck. He'll tell you what he sees and what it would take to fix it, including if the answer is that you don't need a CFO yet.
Chris Greco, Founder and President.
Your first call is with him, not a sales team.