You built the business. Now let's make sure it's working for you.
Monthly one-on-one CFO guidance for small business owners who are tired of guessing about cash flow.
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Most owners aren't missing information. They're missing a translator.
Most owners aren't missing information. They're missing a translator.
You have a bookkeeper. You have someone who does your taxes. And you still can't answer the question that keeps you up at night: where is the money going?
That's not a failure on your part. Bookkeeping tells you what already happened. Tax preparation shows up once a year, after every real decision has been made. Neither one sits across the table from you and says, here's what this means, and here's what to do about it.
That's the gap.
Here's how that changes with Eventide
Here's how that changes with Eventide
Clarity
Clarity
We break your business down into the handful of things that actually drive your revenue, profit, and cash flow. Most owners have never seen their business this way. It's usually the moment everything clicks.
Targets
Targets
We set real numbers to aim at. Not vague goals, but specific targets for the year ahead and the five after it, tied to the drivers we just identified.
Direction
Direction
Every month we sit down together, look at where things actually stand, and decide what you're doing next. Not a report you file away. A conversation that ends with decisions.
What changes
Owners who work with me stop guessing.
Owners who work with me stop guessing.
They know what cash will look like ninety days out. They make big decisions with numbers behind them instead of a gut feeling. They take home more of what the business earns.
And most of them tell me the biggest difference isn't a number at all. It's that running the business finally feels manageable again.
What this looks like in practice
What this looks like in practice
These are illustrative examples, not specific clients. They're the situations I see most often, and how we'd work through them together.
"We're profitable. So why can't I make payroll comfortably?"
"We're profitable. So why can't I make payroll comfortably?"
A catering company doing around $800,000 a year. The P&L looks healthy every month. The bank account tells a different story, and the owner has started dreading the fifteenth.
The first thing we'd look at isn't the profit number. It's the gap between when the work gets done and when the money actually lands. Deposits, payment terms, and how much cash is quietly tied up in a season that hasn't happened yet.
Most of the time this isn't a profit problem at all. It's a timing problem wearing a profit problem's clothes.
"Should I hire, or am I about to make an expensive mistake?"
"Should I hire, or am I about to make an expensive mistake?"
A service business owner who is maxed out. Turning away work, working nights, certain that hiring is the answer. Also certain, in a quieter way, that hiring might sink them.
Here we build the actual math. What that hire costs fully loaded, how much revenue they'd have to produce to cover themselves, how long the ramp realistically takes, and what cash looks like during the months when the cost has arrived but the revenue hasn't.
Sometimes the answer is yes, and the owner moves with confidence instead of dread. Sometimes it's not yet, and here's the number that has to be true first.
"Revenue is up thirty percent and I've never been more stressed."
"Revenue is up thirty percent and I've never been more stressed."
A specialty retailer whose top line is climbing while the owner's quality of life goes the other direction. More sales, more staff, more complexity, no more money at the end of the month.
We'd break the business into its drivers and find out which parts of that growth are actually paying. Often one product line is carrying the business while another quietly consumes the gains. Almost impossible to see from the P&L alone, because the total looks fine.
"I'm good at what I do.
"I'm good at what I do.
I was never taught this part. "
I was never taught this part. "
An owner who is genuinely excellent at their craft, has built something real, and has never had anyone explain what their own financial statements are saying.
The foundation work here is the whole thing. We map the business as a machine, identify the handful of levers that move revenue, profit, and cash, and put it in language that has nothing to do with accounting.
This is the moment I look forward to most.
This is probably a fit if...
This is probably a fit if...
You're doing $500K or more in annual revenue
You're excellent at what your business does and less comfortable with the financial side
You're profitable on paper but the bank account never reflects it
You've got a decision coming, a hire, a location, equipment, a loan, and no model to make it with
You're growing, and somehow it feels harder instead of better
Not there yet? That's fine. I also offer bookkeeping and training that will get you ready. Just tell me where you are.
Let's talk about your numbers.
Let's talk about your numbers.
Twenty minutes, no pitch.
Tell me where things stand and I'll tell you honestly whether I'm the right fit.
If I'm not, I'll point you somewhere better.
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