We're growing, but somehow we're always short on cash.
Revenue is up. Headcount is up. The bank balance keeps tightening. The P&L tells one story and the cash account tells another — and no one in the room can fully explain the gap.
The Work
Growth is outrunning the system.
Cash is tight even as revenue climbs. Forecasts miss. Investors ask sharper questions than the numbers can answer. The team is working harder, and the picture is getting blurrier.
I walk into messy, high-growth, financially noisy environments — and make the system coherent again.
If any of this sounds familiar
The questions that keep leadership up at night.
Our forecasts keep missing — and we don't know why.
Every quarter the model says one thing and reality says another. The board stops trusting the numbers. Leadership stops trusting their own decisions. The forecast becomes a formality instead of a tool.
Revenue isn't translating into liquidity.
Bookings look strong. Pipeline looks strong. But working capital is bleeding somewhere between the sale and the bank — and no one has mapped where.
Investors are asking questions we can't answer cleanly.
Unit economics. Burn multiple. Path to profitability. The questions aren't unreasonable — but the answers come out tentative, qualified, defensive. Every diligence call costs trust you can't get back.
Finance feels reactive — never ahead of the business.
The team is closing books, chasing receivables, fixing last month's mistakes. There's no time to model the next move, because they're still cleaning up the last one.
Nobody really trusts the numbers — including the people who produce them.
Two reports give two answers. Definitions drift between teams. Decisions get made on gut because the dashboard isn't credible. Quiet, expensive errors compound.
What's actually going on
The story and the structure have stopped matching.
In a fast-moving company, four stories run in parallel — the revenue story, the growth story, the investor story, and the internal operating story. At first they're aligned. Then growth pulls them apart.
The revenue story keeps climbing. The cash story stops following it. The investor story gets polished. The operating story gets improvised. Each one becomes a little less true than the last, and decisions start being made on a picture that no longer fits the business underneath.
That gap is the real risk. Not a missed forecast. Not a tight month. The slow erosion of trust in your own numbers.
What I do
I make the numbers tell the truth again — so cash, growth, and strategy stop arguing with each other.
That means rebuilding the forecast so it's actually predictive. Reconnecting revenue to liquidity so cash stops surprising the room. Tightening the operating cadence so finance gets ahead of the business instead of chasing it. Giving the board and investors answers that hold up under pressure.
Not more reports. A system the company can trust — and lead with.