A designer-led apparel brand had built real momentum — strong product, growing wholesale relationships, and a DTC channel taking off. What they didn't have was a finance function that could keep up. Seasonal cash flow was unpredictable, margin by channel was a guess, and the founder was making production and inventory decisions without a clear read on what they were actually costing the business.

We started with the fundamentals. Detailed costing models for every product gave the team a clear picture of margins before anything went into production. Seasonal cash flow forecasting tied to the fashion calendar meant the business could plan buys, manage payment terms with manufacturers, and avoid the cash crunches that hit apparel brands hardest between collection drops.

Channel profitability analysis across wholesale, DTC, and department stores revealed a few uncomfortable truths about where margin was actually being made—and where it was being given away. Inventory management systems reduced obsolescence exposure, renegotiated manufacturer terms on payment, and MOQs improved working capital meaningfully.

We also built the financial packages needed for potential strategic partnerships and investment conversations — because a brand at this stage needs to be able to tell a clean financial story at any moment, not just when a deal is already on the table.

The engagement ran on a monthly retainer of 20 hours, with additional hours during peak seasonal periods when the decisions were biggest and the stakes were highest.