What's going on
Six situations we see most. Start with the one that sounds like you.
Each page does three things: says what's usually behind the symptom, lists what we'd look at first, and describes what changes. Diagnosis before prescription.
Profitable but short on cash
Revenue is up. Cash is down.
The P&L says you had a good year. The bank balance says otherwise. You're not imagining it, and it usually isn't fraud or waste. It's timing, and nobody is modeling the timing.
What we'd look at first →The bank is asking questions
The bank is asking questions your books can't answer cleanly.
Line renewal, a new equipment loan, an SBA request, or an annual review, and the lender wants financials that tie to the tax return, a projection with assumptions, and a covenant calculation. Your books can't produce it without a scramble.
What we'd look at first →Revenue outgrew the reporting
The close takes three weeks, and nobody agrees which margin number is right.
The company grew. The reporting didn't. Financials arrive weeks after month-end, the numbers change after they arrive, and the management team argues about definitions instead of decisions.
What we'd look at first →Preparing to borrow, buy or sell
A transaction is coming, and the numbers have to hold up to someone else's scrutiny.
A lender, a buyer or a seller is about to look at your financials harder than you ever have. What they find will set the price, the terms, or whether it happens at all.
What we'd look at first →You're still the CFO
You're the CFO. You didn't sign up for that.
You run sales, operations, people, and, at night, the finances. Every big decision is a gut call because the numbers arrive late or not at all. It's working, mostly. It doesn't scale, and you know it.
What we'd look at first →The books are behind or wrong
The balance sheet doesn't look right, and you're not sure how far back the problem goes.
Months of unreconciled accounts, a QuickBooks file that's been "fixed" three times, a balance sheet with numbers nobody can explain. Everything downstream, the tax return, the bank package, every decision, is built on it.
What we'd look at first →Families
Every entity has its own books and nobody has the whole picture.
Operating companies, real estate, trusts. K-1s late every year, three people paying bills, and a CPA who sees it all once, in March.
Family offices →Bankers
A good business whose financials don't tell the story.
Late reports, a balance sheet that looks wrong, a projection nobody supports. A place to send the borrower.
Introduce a client →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.