- You're profitable on paper and constantly short on cash
- You're about to approach a lender and need a forecast that holds up
- You can't name your break-even number
- Equipment or vehicles will need replacing and there's no plan for it
- You're making decisions on gut feel and want the numbers behind them
Advisory
Your P&L says you made money. Your bank account disagrees.
Net profit at the end of the month, and an overdrawn account. It is the most common question we get, and it has an answer.
Book My Free Call- Why is there profit on the report and nothing in the bank?
- Where is the money actually going?
- What are all my monthly expenses, including the ones I've forgotten?
- What would I need to earn before this business is genuinely profitable?
Profit and cash are not the same thing
A profit and loss report tells you whether the business made money over a period. It doesn't tell you when the money arrives, when it leaves, or what is tied up in things that haven't turned back into cash yet.
Invoices sitting unpaid. Inventory on a shelf. A loan payment that never appears on the P&L. Tax owing that hasn't been set aside. Each one is profit on paper and nothing in the account.
Advisory work is where we go and find it, then build the plan so it stops happening.
What we work through
Eight building blocks
Not all at once, and not all of them for every business. We start where the pain is.
- 01
Financial drivers
What actually moves money in your business, and which levers are worth pulling. Most owners are watching the wrong three numbers.
- 02
Every monthly expense
A full picture of what leaves the account each month, including the subscriptions, fees and creeping costs nobody has looked at in two years.
- 03
Cash flow forecast
Looking ahead at the peaks and the valleys, so you know in advance whether to cut spending or push marketing rather than finding out at the bank.
- 04
Break-even point
The exact revenue at which the business stops covering costs and starts making profit. Surprisingly few owners can name theirs.
- 05
Working capital and lending
A forecast a lender or investor will actually accept, showing the business can manage its cash and repay what it borrows.
- 06
Debt repayment plan
What gets paid down, in what order, and what that does to the monthly picture along the way.
- 07
Asset replacement
The truck, the equipment, the machine that will need replacing. Planned for rather than discovered.
- 08
The contingency fund
The what-if account. How much, held where, and what has to happen before you touch it.
What you end up with
Decisions made ahead of time, not after
- Early warning signs, so problems surface while there is still time to act
- A strategic roadmap instead of month-to-month reaction
- ROI you can actually measure, per channel and per decision
- Bank account stability through the peaks and the valleys
- Your books aren't current. We fix that first — the advice is only as good as the data underneath it.
- You want someone to file your tax return. That's your accountant.
- You want a report to file away. This only works if you act on it.
Who you'd be working with
The person who keeps your books, giving the advice
Trish is a Certified Fractional CFO with 20 years of Canadian books behind her. That matters more than it sounds: most advisors work from numbers a client hands them. She works from numbers she reconciled herself, which means the forecast is built on something real.
Start with the question that brought you here
Book a free call and describe what the numbers are doing. If clean books are all you need, we'll tell you that instead.
Book My Free Call