Financial Diagnostic

Who it’s for

Owners and boards who can describe the business precisely but cannot show it in numbers that hold up outside the room.

Signs you need this

• The monthly close lands weeks late, and by the time it arrives the decision it should have informed is already made.
• You know which line is biggest. You do not know which line actually earns.
• Revenue is up and the bank balance is not, and no one can tell you exactly where the gap opened.
• Someone asked for financials and it became a three-week project.

The problem

Most companies at this scale do not have a reporting problem. They have a conversion problem. Revenue is real, margin is theoretical, and cash is whatever survives the operating cycle. It persists because finance and operations are run by different people looking at different numbers, and nobody owns the distance between them.

What you get

• A complete map of where the money goes, by business line, channel and customer.
• The real P&L once shared costs are allocated the way the business actually consumes them.
• Cash and working-capital visibility: what is trapped, where, and what it costs to leave it there.
• Three concrete actions that move the P&L, sequenced and owned.

How it works

I work from your existing data rather than asking for a new reporting effort. Interviews with the people who run the operation, not only the people who report on it. You get findings as they emerge, not one presentation at the end.

What we measure

• Gross margin by business line
• Cash conversion cycle
• Days on hand
• Days sales outstanding
• Days payable outstanding
• Close cycle time