FINANCIAL
The finance leadership a principal wishes lived inside the business.
Sized for a dealership. Staffed by people who have sat in a dealership.
Most dealerships run on bookkeeping, not finance. The books close, the bills get paid, the outside accountant files the return at year-end. What the principal does not have is a finance leader who can tell them, on a Tuesday, whether the business is healthier than it was ninety days ago, where the next quarter is going to be tight, and what the line of credit should look like before they need to draw on it. They need experienced finance leadership available when they need it, and senior support beneath it that knows the dealer business specifically.
Six capabilities
Fractional CFO and finance leadership
Senior financial leadership without the full-time hire. Strategy, board-level reporting, capital decisions, and the conversations about the next twelve months that no spreadsheet has ever answered on its own.
Reporting and analytics
A real P&L by project, by segment, by salesperson. Cash forecasts that mean something. Dashboards built for a principal's morning coffee, not a quarterly board pack.
Budgeting and forecasting
A working budget the team uses, not a document filed in January. Rolling forecasts updated against actuals. The principal walks into every quarter with the next twelve months already in their head.
Treasury and cash management
Payroll is never a Friday-afternoon question. Cash is positioned where it earns, deployed where it's needed, and forecast far enough ahead that surprises get caught before they become problems.
Banking relationships
From "I know my banker" to a line of credit sized to the business, covenants that don't trip in a slow Q3, and a banking structure that gets reviewed annually with a finance lens — not just renewed.
Insurance relationships
General liability, workers comp, cargo, builder's risk, key-person. Reviewed annually against what the business has actually become, not what it looked like at the last renewal.
The numbers that tell you whether the business is healthy — and the leadership to read them with you.