Financial leadership built for owner-operators

    Most owners doing $2M to $50M are flying blind on their numbers. Not because they are careless. Because nobody ever built them a finance function.

    Your books tell you what happened. They do not tell you what your margin should be, what your business is worth, or when to sell.

    That is the gap we fill.

    We focus on five industries: home services, medical and dental, agriculture, family-owned and founder businesses, and nonprofits. We work with owner-operators and nonprofit leaders managing $2M to $50M.

    Every service below is delivered inside one of four plans. Compare the plans.

    The typical home services contractor runs a 5 to 8 percent net margin. The top quartile clears 13 percent.

    Source: ACCA Financial Benchmarking Study, 2024.

    That gap is not luck. It is job costing, pricing discipline, and seeing your numbers early enough to do something about them.

    Fractional CFO

    A finance function focused on what comes next. Monthly forecasting, margin analysis by job or location, cash planning, and reporting your lender will actually accept. You get the numbers, and someone to walk through them with you.

    Business valuation

    Know your number before a buyer tells you what it is. Independent valuation built on real transaction comparables, not an internet multiple. Useful for a sale, a partner buyout, an estate plan, or just knowing where you stand.

    Exit planning

    Most owners start two years too late. Value gets built before the listing, not during it. We find what drags your multiple down, fix it, and go to market when the business is ready.

    Sell-side M&A

    Representation grounded in deep financial analysis of small and mid-sized businesses. We examine unit economics, margin, cash flow, and the data behind the company. In a sale, the buyer has advisors. You should have one too.

    Buy-side M&A

    Buying a competitor or a bolt-on. Diligence, valuation, and deal structure, so you do not inherit someone else's problems at full price.

    We also advise on ESOPs, and bring dedicated bookkeepers in-house for clients who need the day to day handled. Bookkeeping is also available on its own. For a closer look at the CFO engagement, see what a fractional CFO actually does. For industry-specific work, see our page on agriculture.

    Common questions

    What does a fractional CFO actually do?
    A CFO owns the forward-looking side of your finances. Forecasting cash, analyzing margin, pricing work correctly, preparing for lenders or buyers, and telling you what the numbers mean. A fractional CFO brings that thinking into the business on an ongoing basis.
    How is a fractional CFO different from a bookkeeper?
    Bookkeeping keeps the record accurate and current. CFO work uses those records to decide what happens next: forecasting, pricing, margin, and the calls that shape the year ahead. They are different jobs, and a growing business often needs both. We do the bookkeeping and the CFO work.
    When does it make sense to bring in a fractional CFO?
    Usually when one of four things is true. You are growing and cash feels tighter instead of easier. You cannot tell which jobs, locations, or providers actually make money. You are thinking about selling in the next one to five years. Or you are about to borrow, and your reporting is not ready for a lender.
    What size business do you work with?
    Owner-operators doing $2M to $50M in revenue. Bookkeeping on its own is sometimes the right starting point, and we do that too. If your needs call for a different finance structure, we will tell you so.
    What industries do you focus on?
    Home services, medical and dental, agriculture, family-owned and founder businesses, and nonprofits. We stay narrow on purpose. Each industry has different questions, and general advice does not solve them well.
    What does it cost?
    It depends on the plan and the situation. We scope the work on the discovery call, and you approve the number in writing before anything starts.
    How do we get started?
    Tell us what is going on in the business. Tell us what is keeping you up. We will tell you honestly whether we can help, and if we cannot, who you should be talking to instead. If it is a fit, we send a written scope for your approval.

    No pitch and no pressure. Just a straight conversation about where your numbers are.

    Request Discovery Call