Cash Never Lies. Know what yours will do before you decide.
A part-time CFO for growing businesses. The hire, the price change, the raise: see the cash, margin and growth effect first, built from your own accounts and updated every month.
Illustration with sample numbers. Yours is built from your own bank, invoices and payroll.
Truth
The balance sheet hides. The cash reveals.
Profit is an opinion. Cash is a fact. A business can look healthy on the P&L and still run out of room in week eight.
Growth does this. It eats cash before it pays it back—longer payment terms, stock ahead of sales, a hire three months before their output lands. The P&L won’t warn you, because it reports the month after the month is over.
I forecast the dip
Built on what actually drives your business, not last year plus ten percent. You see the tight week while there’s still time to do something about it.
Then we decide what to do
Move the hire, change the terms, hold the price. Run it as a scenario first and see what it does to cash before you commit.
Most founders don’t fail due to lack of revenue—they fail because they can’t accurately forecast how strategic choices impact their cash runway.
The Reality
Scaling adds complexity, without complete financial clarity, every decision is a gamble.
Most founders don’t fail due to lack of revenue - they fail because they can’t accurately forecast how strategic choices impact their cash runway.
The Risk of Blind Spots
Unannounced Cash Crunches: Cash gets tight with no warning as working capital lags.
Silent Margin Erosion: Unit economics deteriorate steadily as fixed overhead grows.
Gut Feel Decision Making: Key operational moves rely on intuition over financial data.
Stalled Expansion: Growth plateaus due to the absence of a long term capital plan.
The Impact of Clarity
Pricing vs Cost Structure: Knowing precisely whether to raise unit prices or trim cost of sales.
Capacity & Hiring: Calculating the exact revenue milestone required before expanding headcount.
Growth Lever Optimisation: Identifying which specific financial drivers move the bottom line.
Growth makes the numbers harder to see. Guessing gets expensive.
Plenty of profitable businesses still run short of cash. Usually it isn’t weak sales. It’s that nobody saw how the hire, the price change or the big order would hit the bank balance.
Questions I answer
-
Hiring
What revenue do we need before the next two hires pay for themselves? -
Pricing
What happens to cash if we raise prices ten percent and lose five percent of customers? -
Acquisition
How long until a new customer pays back what we spent to win them - and can we fund the gap? -
Billing terms
What does moving customers from monthly to annual actually do to our runway? -
Runway
At current burn and growth, when do we get tight? And what’s the earliest we’d have seen it coming?
See the cash effect before you commit
Move the sliders, then pick a decision. See how a hire, a price change or a slow quarter moves your runway over the next twelve months.
Test a decision
An illustration only, not advice. A real engagement builds these scenarios from your accounting data, payment terms and customer behaviour.
Questions this answers
- Can we afford the next hire, and when?
- How long does the cash last if sales slow down?
- Does a price rise pay off, even if we lose some customers?
- When do we need to raise money or cut costs?
Want this built on your actual revenue, costs, payment terms and headcount, and updated every month?
Book a callBenefits
Why hire us
Senior expertise without the senior salary
Save up to 70 percent versus a full-time CFO
You get the brain without the overhead.
Strategic insight that moves the needle
Decisions backed by data, not just gut feeling.
Total visibility into your cash position
Know exactly where you stand.
Process
How it works
Three steps, and about an hour of your time a month
Step 1
The call
Thirty minutes. You tell me where the business is going and what’s in the way. I’ll give you an honest read on your best next steps, whether that involves me or not.
Step 2
The build
I go through your numbers and systems, then build the forecast on what actually drives your business—signups, churn, payment terms, headcount. You get better, worse and expected scenarios, and a walkthrough so you understand every assumption in it.
Step 3
The month
Each month I tell you what changed, what it means and what I’d do about it. When a decision comes up—a hire, a price move, an acquisition—we run it as a scenario before you commit, not after.
What’s included
What you get
One engagement, no menu
Driver-based forecast
Built on what actually moves your business—signups, churn, ARPU, payment terms—not last year plus ten percent.
Monthly Insight Report
Written in English. What changed, why it changed, and what I’d do about it.
Scenarios
Better, worse, expected. See what a hire, a price change or a slow quarter does to cash before you commit to it.
Monthly call
An hour with someone who’s sat in the room for board and investor decisions at an ASX-listed company.
KPI dashboard
The eight or ten numbers that matter, with targets, updated monthly. Not forty numbers nobody reads.
Between calls
Questions don’t wait for the monthly call. Email me when something comes up and you’ll get an answer, not a meeting invitation.
Built on the systems you already have. No migration, no new subscription, nothing for your team to learn.
See what your cash says
Book a confidential strategy call and get a clear-eyed look at your real financial position.
ARTICLES FOR FINANCIAL EXCELLENCE
Notes from our journal
