Question 1

Cash flow is a constant source of stress

Accepted Answer

Stress comes from the unknown. A 13-week view of your cash turns fear into decision.

Question 2

Revenue is good but cash is tight

Accepted Answer

The gap between billing and collection is the number one killer of growing SMEs. It can be measured, predicted, and fixed.

Question 3

Our margins are thin or shrinking

Accepted Answer

Forget arbitrary cost cuts. Understand where your company actually makes money and double down there. We help you in 3 steps.

Question 4

I don't know if I can hire or invest

Accepted Answer

These decisions flow naturally from your steering process. We set it up in a few weeks.

Question 5

We're looking for financing

Accepted Answer

Banks and investors finance a story backed by numbers, not an intuition. That story is what needs to be built.

Question 6

I find out about problems when it's too late

Accepted Answer

Three well-chosen indicators, refreshed every two weeks, give you a six-month warning before the wall.

Question 7

We're not hitting our targets

Accepted Answer

Your annual target is your compass. Without performance tracking that compass is useless. Stay on course with our methodology.

Question 8

I don't really know where the company makes money

Accepted Answer

Margin analysis by client and product often shows that 20% of the business carries 80% of the result. Focus belongs there.

Question 9

We have no budget and our plan goes stale fast

Accepted Answer

A living plan is not a frozen Excel file. It is a course you readjust each quarter in one hour.

Question 10

Our decisions are made on instinct

Accepted Answer

Instinct is precious. Validated by data, it becomes unbeatable. That's what a true financial partner brings.

Question 11

My business isn't worth much to a buyer.

Accepted Answer

A business becomes a sellable asset when it carries a vision the team can execute without your constant involvement. We transform that in a few months.

Question 12

I'm not sure our strategy is the right one

Accepted Answer

A strategy is built on assumptions to be tested. Reality shows you whether it holds.

Question 13

I'm not sure our model is viable long-term

Accepted Answer

A viable model means every customer brings back 3 to 5 times what they cost to acquire. Let's run the numbers together.

Question 14

Everyone is running everywhere, it's chaos

Accepted Answer

When everyone knows the three numbers that matter, coordination becomes natural. Chaos is often a failure of alignment.

Question 15

The company depends heavily on a few key people

Accepted Answer

Documenting the five processes that hold the company together takes a month. That's what turns a team into an organisation.

Question 16

I don't know where to invest to grow

Accepted Answer

The return on investment of each growth lever can be calculated. That avoids spreading thin and concentrates your forces.

Are you in one of these situations?

I'm short on cash

I have the numbers but no clear decisions come out of them

I don't know where my company is heading

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