A specialty manufacturer and reseller — not a service business at all, proof the loop travels — came on for FP&A in early 2023. What followed is the full life cycle of the work: financial clarity first, then operational accountability the leadership team runs itself, earned measure by measure before the live view existed to make it easy.
From the engagement mailbox, October 2022 – July 2026. The owner, office manager, controller, production manager, and sales manager all work directly in the rhythm.
Engagement signed February 2023. Monthly reviews with the owner, honest projections, quoting economics — the analytical layer above the close, one working session a month.
Production and personnel reviews, sales-process metrics, conversion tracking with scheduled-percentage breakdowns — and from June, a standing leadership planning meeting that has met on cadence ever since.
Pipeline reporting, 45-day progress reviews, pending-quote reports on the owner’s desk, shipping forecasts by production type. The production manager’s capacity planning and the sales manager’s conversion tracking, wired into one rhythm — all before the live view existed. The discipline came first.
A weekly six-month scheduled-order outlook, capacity planning months ahead, labor-hour forecasts, inventory reviews. The leadership team decides from one shared picture of the order book — refreshed every week, argued about in the open, owned by the people who run the work.
This is the whole arc in one client. Financial discipline first; then the levers — capacity, conversion, the order book — made visible and owned by the team that runs them. And a business this measurable doesn’t just run better. The visibility that made it manageable has made it credible to outside capital.
The Performance Loop — flat monthly fee, from $2,500. Every engagement starts by mapping how the money is really made.
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