Floor plan, factory statements, F&I, and a balance sheet that changes every day.
Accounting, controller and fractional CFO work for auto dealerships, from a team that has closed these books before.
What we usually see when a dealer adds a second store
The owner is the only person who understands both stores' numbers and is on the lot all day. The factory statement gets done, late, by someone who doesn't reconcile floor plan to inventory. Departmental profit (new, used, service, parts, F&I) exists on paper and not in decisions. Expense creep across two rooftops is invisible until year-end.
Chris served as CFO for two dealerships for more than five years; the dealership case study is the proof.
The numbers we watch
- Floor plan reconciled to physical inventory, weekly
- Days supply by department
- Front and back gross per unit
- Service absorption
- Parts turns
- F&I per retail unit
- Expense ratios by department
- Cash against curtailments and payoffs
What we build
- Floor plan and factory statement discipline
- Departmental P&L the managers own
- A scorecard per rooftop
- Expense controls that show up on the bottom line
- Cash forecasting around inventory and curtailments
How the numbers connect
What the owner sees on Monday.
Everything to the right explains it.
Adds to cash
Unit sales
Front + back gross
Service absorption
Fixed ops covering overhead
Takes from cash
Floor plan curtailments
Reconciled to inventory weekly
Departmental expense
By rooftop
The tree shows how cash is built for this industry: what adds to it, what takes from it, and the measures behind each. It is the structure of the scorecard we build.
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