Money doesn't have to be mysterious
Financial decisions feel overwhelming when you're piecing together advice from twenty different sources. We break down what actually matters for your specific situation.
See how we approach itMost financial advice assumes you already speak the language
Here's the thing. If you walk into a consultation and hear terms like "liquidity ratio" or "debt service coverage" without context, you're starting behind. That's backwards.
We spend the first conversation figuring out what you're actually trying to solve. Not what products you need, but what keeps you up at night. Maybe it's cash flow timing. Maybe it's not knowing if you can afford to expand. Sometimes it's just wanting someone to confirm you're not missing something obvious.
Once we know that, the technical stuff becomes useful instead of intimidating. Numbers start telling a story about your business instead of just sitting in spreadsheets.
The stuff nobody explains properly
Take working capital. Everyone says "you need adequate working capital" like it's obvious what that means. But adequate for what? Two months of expenses? Six? It depends completely on your revenue cycle.
If your clients pay you upfront, you need less. If you're waiting 60 days for payment while covering payroll weekly, you need significantly more. And if your business is seasonal, the calculation shifts entirely.
This is the type of thing we actually walk through. Not the textbook definition, but what it means for your specific operation. How much buffer makes sense given your payment terms, your expense timing, and your growth plans.
Same with debt ratios. The "ideal" debt-to-equity ratio for a capital-intensive manufacturing business is completely different from a service company. Context matters more than the formula.
How engagements typically unfold
Initial conversation
We spend 60-90 minutes understanding your business model, current challenges, and what you're trying to figure out. This is exploratory. Sometimes people realize they need something completely different from what they initially thought.
Data gathering phase
You send us your financial statements, operational reports, anything relevant. We review everything and usually come back with clarifying questions. This phase takes about a week because we're actually reading through the details, not just plugging numbers into templates.
Analysis and scenario modeling
Here's where we build out the different scenarios and run the actual analysis. Depending on complexity, this takes two to three weeks. We're looking for patterns, risks, and opportunities that might not be immediately obvious.
Presentation and discussion
We walk through everything we found, what it means, and what options you have. This isn't a one-way presentation — expect a conversation. Often new questions come up that require additional analysis, which we handle as needed.
What people say after working with us
"The scenario planning completely changed how I think about expansion. Instead of guessing whether we could afford a third location, we mapped out exactly what needed to happen financially. Made the decision so much clearer."
"What I appreciated most was the honesty. They told me which problems were urgent and which ones could wait. Didn't try to sell me on services I didn't need. That kind of straightforward advice is rare."
The details that change everything
Financial health isn't just about profit margins. It's about understanding the full picture — timing, trends, and the relationships between different parts of your business. These are the areas where small adjustments create significant results.
Let's figure out what you're working with
Every business has different financial dynamics. The only way to know what makes sense for yours is to look at the actual numbers and talk through what you're trying to accomplish. We do initial consultations throughout the year, with next availability opening in July 2025.