Situations we resolve
Selling more than ever, and yet the cash is always empty.
It's one of the situations that most often reaches our table. The company grows, the orders never stop — and yet the bank never quite covers it. Here's how we'd work that problem, step by step.
This is an illustrative scenario: it represents the kind of problem an owner brings us and how we'd approach it. It does not describe a real client or guarantee results.
“We sell more than ever, but every month-end the bank is empty. My accountant hands me a PDF, and from that I can't tell which of my products makes money and which is costing me. I work harder than before and feel I'm getting less far.”
The kind of owner who comes to us — an illustrative voice, not a real client.
Three questions we ask before proposing anything.
There's no formula for cash. There are three answers worth sorting out first.
What does it truly cost you to produce each line — raw materials, labor, waste and machine time included?
Between paying your supplier and getting paid, how many days pass? And who finances that gap in the meantime?
If the biggest order in your history came in tomorrow, would you know whether you can fill it without choking the operation?
The company was growing 22% a year and ran out of cash at the same time. Each sale took 94 days to collect and only 30 to pay: growing meant financing your own clients with the bank's money.
Where we'd put a hand on the helm.
A few decisions, well chosen. Each one measured in a single number.
Real costing, line by line
We calculated the true cost of each product, all-in. Two of nine lines turned out to be selling below cost.
Pricing with judgment, not habit
We reset prices where the margin didn't hold and kept those on the lines that truly compete. Gross margin rose without losing the clients that matter.
Close the cash gap
We renegotiated terms with suppliers and put collection discipline in place with the large clients. The collection cycle fell from 94 to 60 days.
Five numbers every Monday
Instead of the month-end PDF, the owner receives the handful of figures they can actually steer the week by — and a call when something is worth correcting in time.
We don't arrive with a cash formula or a branded method. We start by understanding your company from the inside — how it produces, how it collects, where the money gets stuck — and translate that into the few decisions that truly move the needle.
You stay in command; we put an experienced hand on the helm and give you back numbers you can steer the business by, not just watch it. In complete discretion, and at a fraction of the cost of a full-time finance director.
Does your company recognize itself in this situation?
Let's talk about yours. The first conversation is to understand, not to sell.