We translate your financials into a clear view of what is happening, why it is happening, and what leadership should do next. This is where reporting becomes usable.
What this typically includes:

• financial story and driver analysis (what moved results, not just variances)

• KPI selection and definitions (a small set that leadership can run on)

• profitability and margin insights (by product/service, program, location, or segment where relevant)

• working-capital and cash conversion insights (where cash is getting stuck)

We build forward-looking visibility so you can plan with control instead of reacting to surprises. Forecasting is only useful when it is tied to real drivers and updated with a consistent cadence.
What this typically includes:

• 12-month cash forecast and runway view

• base / downside / upside scenarios

• hiring and payroll sensitivity, spend controls, and timing decisions

• monthly forecast refresh process (lightweight, repeatable)

Notes on scope: We rely on a timely close and reasonably accurate books; if those inputs aren’t in place, we’ll recommend a partner to get them there.

This is the “CFO brain” function: structured, decision-grade analysis for the choices that move the organization. Clear options, clear tradeoffs, clear recommendations.
What this typically includes:

• pricing and margin decisions

• hiring plans and affordability analysis

• capital allocation and ROI framing (what to fund, what to pause, what to stop)

• vendor/contract decisions with financial implications

• financing readiness support (what lenders/boards will ask and how to prepare)
  

Deliverables you can expect: concise decision memos, scenario comparisons, and leadership-ready recommendations

Strategy fails when finance lacks rhythm. We implement the finance cadence and operating system that makes forecasting and decisions sustainable.
What this typically includes:

• monthly finance rhythm: close review, KPI review, forecast refresh, action list

• dashboard structure (leadership-friendly, not spreadsheet-heavy)

• financial calendar and expectations (who owns what by when)

• lightweight controls and approvals framework to reduce leakage and surprises

Important boundary: This is not transactional AP/AR or payroll processing. It is the operating system and governance layer that keeps the organization financially disciplined.

You get a steady strategic partner who can sit with leadership, help set priorities, and raise the level of financial decision-making across the organization.
What this typically includes:

• leadership meeting cadence and agenda structure

• board-ready reporting narrative (what happened, what it means, what we’re doing next)

• charter schools: finance committee support and board questions framework

• capital strategy and risk management framing (reserves, covenants, contingencies)
  

How we work: we collaborate closely with your internal team and external CPA, ensuring the numbers support the decisions leadership needs to make.