Industrial manufacturer

What we built

• 13-week cash flow with live bank, AR, and AP data
• Asset utilization audit and divestiture plan
• Bank covenant renegotiation
• Weekly cash huddle process

Narrative

The owner had been told for years that the business was 'fine.' But cash was tight, the bank covenants were getting harder to meet each quarter, and nobody could explain why a $12M company that looked profitable on paper kept needing the line of credit.

We started with a 13-week cash flow that pulled live data from the bank, AR, and AP — the first time he could actually see the next three months. Then we audited every asset on the balance sheet. Equipment that hadn't been used in 18 months. Inventory categories with negative gross margins. A divestiture plan that turned $1.8M of dead capital back into cash.

We renegotiated the bank covenants on the back of the new visibility. Installed a weekly cash huddle so the leadership team owned the numbers. By the end of year one, annualized profit was up $420K and the line of credit balance was at zero for the first time in a decade.