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's usually going on
Diagnosis, not blame. These are the causes we find most often.
— A bookkeeper or office manager keeps the books competently but nobody reviews them.
— The CPA sees the numbers once a year.
— There's no forecast, so decisions about hiring, equipment and debt are made on bank balance and instinct.
— The owner is the only person who understands the whole financial picture, which is fine until it isn't.
What we'd look at first
Written for the person who'll check whether we know what we're talking about.
01
Which decisions the owner made in the last year on instinct, and what information would have changed them.
02
The state of the books underneath.
03
Whether the bookkeeper is good and under-supported (usually) or the wrong person.
04
The three numbers the owner should see every Monday.
05
The bank relationship and whether the owner is personally carrying it.
What changes
What you get
A monthly review with a CFO who knows your books, a forecast, a scorecard, and someone who handles the bank and the CPA.
What improves
A finance function the business can grow into.
What you can now decide
Hire, buy, expand or distribute on numbers, and take a vacation without the finances stopping.
Where to go from here
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.