Case Study 1
Background: $35 million revenue manufacturer of building products (B2B) experiencing cash flow problems after a challenging holiday season - company budgeted $6 million of cashflow but only generated $2 million
Solution: Identified overspending on advertising where new customers were acquired for 2-3 ROAS, well below breakeven. Worked with the CMO to rightsize marketing spend and create daily/weekly targets with the right timeframe based on product purchase lead times. Built pricing tools for sales department, driving a 10x increase in customer quotes
Outcome: Reduced $5 million annual ad spend budget by $300k that removed loss-making customers, which boosted profitability by $500k (including savings from shipping and other COGS)
Case Study 2
Background: $50 million revenue SaaS company with poor financial controls where the entire finance department consisted of part-time contractors
Solution: Implemented monthly FP&A and strategic finance reviews through detailed excel modeling: evaluated topline revenue and customer acquisition costs/churn. Implemented vendor cost review that targetted 20-30% savings across the board for each major spend category; weekly action items and leadership of external accounting firms and service providers
Outcome: $350k of annual savings from vendors and clean monthly financials, with full cash reconciliation to internal systems
Case Study 3
Background: $75 million revenue D2C home building products company with $2 million of debt and 40% YoY growth in marketing costs; lacked financial leadership (Head of Finance was a bookkeeper) and excess inventory
Solution: Led forecasting of product demand to focus on high profit SKUs and reduced marketing expenditures to ensure positive unit economics. Identified high-return items and overspending on shipping and procurement - centralized procurement spending to match near-term forecasts (prior process used an automated software that assumed simple YoY growth). Led day-to-day 5-person strategic finance and FP&A operations: set up AP/AR processes, budgeting/rolling forecasts, cash management, expense management, and tax optimization
Outcome: Generated $3 million of excess cash flow in the first 5 months of engagement, which paid off all debt and reduced excess inventory by 35%. This freed up additional cash for new investments in manufacturing and product development
Background: $35 million revenue manufacturer of building products (B2B) experiencing cash flow problems after a challenging holiday season - company budgeted $6 million of cashflow but only generated $2 million
Solution: Identified overspending on advertising where new customers were acquired for 2-3 ROAS, well below breakeven. Worked with the CMO to rightsize marketing spend and create daily/weekly targets with the right timeframe based on product purchase lead times. Built pricing tools for sales department, driving a 10x increase in customer quotes
Outcome: Reduced $5 million annual ad spend budget by $300k that removed loss-making customers, which boosted profitability by $500k (including savings from shipping and other COGS)
Case Study 2
Background: $50 million revenue SaaS company with poor financial controls where the entire finance department consisted of part-time contractors
Solution: Implemented monthly FP&A and strategic finance reviews through detailed excel modeling: evaluated topline revenue and customer acquisition costs/churn. Implemented vendor cost review that targetted 20-30% savings across the board for each major spend category; weekly action items and leadership of external accounting firms and service providers
Outcome: $350k of annual savings from vendors and clean monthly financials, with full cash reconciliation to internal systems
Case Study 3
Background: $75 million revenue D2C home building products company with $2 million of debt and 40% YoY growth in marketing costs; lacked financial leadership (Head of Finance was a bookkeeper) and excess inventory
Solution: Led forecasting of product demand to focus on high profit SKUs and reduced marketing expenditures to ensure positive unit economics. Identified high-return items and overspending on shipping and procurement - centralized procurement spending to match near-term forecasts (prior process used an automated software that assumed simple YoY growth). Led day-to-day 5-person strategic finance and FP&A operations: set up AP/AR processes, budgeting/rolling forecasts, cash management, expense management, and tax optimization
Outcome: Generated $3 million of excess cash flow in the first 5 months of engagement, which paid off all debt and reduced excess inventory by 35%. This freed up additional cash for new investments in manufacturing and product development