Outcomes, not a logo wall.

The situation

A covenant breach put the company into a lender workout. The bank wanted weekly cash visibility and a credible plan; the founder had neither the time nor a finance function built for that pressure.

What we did

• Built a receipts-and-disbursements 13-week cash flow from the books in the first week
• Assembled a lender-ready package: forecast, covenant bridge, and a clear narrative of the plan
• Ran weekly cash and covenant updates the bank could rely on
• Supported the forbearance negotiation with the analysis behind amended terms

The outcome

The lender extended forbearance on amended terms, the company held liquidity through the critical period, and the relationship with the bank moved from adversarial to managed.

The situation

Ownership wanted to run a sale process but the finance function wasn't ready for diligence — reporting was inconsistent and there was no clean model a buyer could underwrite.

What we did

• Cleaned up reporting and built the financial model the process needed
• Prepared the diligence-ready package and managed the data room finance workstream
• Sat across the table on the numbers through negotiation
• Maintained the monthly close and board reporting cadence throughout

The outcome

The process ran on credible numbers, diligence held up, and the transaction closed — with finance a help to the deal rather than a drag on it.

The situation

A growth-stage company wanted to acquire a target via a public-company stock swap but needed the finance rigor to structure, diligence, and close a deal of that complexity.

What we did

• Led the finance diligence on the target
• Modeled the combined entity and the swap structure
• Coordinated the reporting required for a public-company transaction
• Integrated the target's reporting post-close

The outcome

The acquisition closed on a structure that worked for both sides, and the combined company had clean reporting from day one.