How we think about numbers and decisions.
Memos, playbooks, and cases from day-to-day finance practice. Not "content marketing" — field notes from mandates, written for owners who have to make the decision.
Numbers don't lie — what lies is how we look at them
The bottom line of a P&L rarely lies. But two reports with the same bottom line can describe two entirely different businesses. The difference is in…
More isn't always proportionally more
More salespeople — more sales. More raw materials — more finished product. Sounds like simple arithmetic. But business rarely multiplies that cleanly.
A report shows what already happened. A dashboard — what's about to
Monthly report is a historical snapshot. You can't manage the past. A dashboard of a few right metrics tells you in advance what to expect from the…
Owners don't need another report. They need an answer.
An owner calls the CFO on a Tuesday at 9:14 a.m.: «How much did we make in April and where is the cash?» That's not a request for a report. That's a…
Why SaaS unit economics in Eastern Europe price out differently — and where founders quietly leak millions
Four out of five SaaS startups arrive with a model showing LTV/CAC of 3-5×. Real number after recalculation: 1.2-1.8×. The gap — millions of dollars…
The 13-week cash flow as the only report that matters in turbulence
Turbulence is not a slow P&L decline. It's a sudden cash flow gap. The 13-week cash flow is the one tool that shows the gap weeks before it becomes…
How a $4M e-commerce business found $620K of hidden profit by re-pricing CAC across channels
$4M revenue, 12% net margin, ostensibly healthy unit economics. Six weeks of work. $620K of hidden profit found. Not in cuts — in CAC re-attribution…
T+5: how to close the month on the 5th business day, without overtime
The norm in 90% of companies is T+14 (closing the month on day 14). We routinely take clients to T+5. Not by burning the accounting team out.
Manufacturing group with 4 entities: how consolidation killed cash gaps that lasted 3 years
Manufacturing business at $32M revenue. 4 entities. Cash gaps twice a quarter. «One entity has lots of cash, another has none — I don't get where the…