Finance and operations leadership for companies that have outgrown how they run.

"Everything still runs through me."

Sales, purchasing, finance, and operations each do their own thing. No one ties cash, margin, inventory, and service to one plan, so every cross-department decision lands on your desk.

"Revenue is growing, but cash is getting tighter."

Inventory, receivables, purchasing, and vendor terms absorb cash faster than you can see it happening. You know the bank balance. You can't reliably explain the next 13 weeks, or which lever to pull first.

"We're selling more, but I can't prove where we make money."

Gross margin is viewed in total, hiding the actual impact of particular customers, products, locations, or salespeople dragging down margin. Prices get set by feel.

"My leadership team doesn't hold each other accountable."

Meetings happen, but decisions don't stick. Nobody shares a scorecard, priorities shift every week, and the same problems come back every quarter with new names on them.

"Too much of this depends on people pushing spreadsheets and invoices."

Manual handoffs across AP, AR, purchasing, reporting, and quote-to-cash create drag, errors, and key-person risk. The usual fix is another hire, and the work itself never gets redesigned.

"We've grown past the systems and the org chart we started with."

The ERP is held together with workarounds. Vendor contracts auto-renewed years ago at prices nobody has tested. Roles were built around the people who held them, and the next $20M of revenue won't fit inside them.