$10M Designer-Led Apparel Brand — Financial Infrastructure
Had product-market fit, growing wholesale and DTC. Lacked financial infrastructure: unpredictable seasonal cash flow, estimated margin analysis, production decisions without cost visibility.
The Challenge
This brand had the hard part figured out — great product, loyal customers, and real traction across wholesale and direct-to-consumer channels. What they didn't have was the financial infrastructure to support the next stage of growth.
Cash flow was unpredictable, swinging wildly with seasonal fashion cycles. Margin analysis was based on estimates rather than actual costs. Production decisions were made without true cost visibility, and the team had no way to evaluate which channels were actually generating profit versus just generating revenue.
What We Built
Product Costing
We built detailed cost models for every product in the line — materials, labor, duties, freight, and overhead — giving the design and production teams margin transparency before committing to production runs. No more discovering after the fact that a bestseller was actually a margin loser.
Cash Flow Forecasting
We developed seasonal forecasting models tied directly to the fashion calendar. The team could now anticipate cash needs around fabric buys, production runs, and collection launches while managing payment terms to avoid cash constraints during peak investment periods.
Channel Profitability
We built a full profitability analysis across every sales channel — wholesale, DTC, and department store. The results revealed where margin was actually being generated versus surrendered. This analysis directly informed channel strategy and resource allocation decisions.
Working Capital
We implemented inventory management disciplines to reduce obsolescence risk and renegotiated manufacturer payment terms. Better working capital management meant more cash available for growth without additional financing.
Investment-Ready Packages
We prepared comprehensive financial documentation for partnership and investment discussions — clean historicals, forward projections, unit economics, and a clear narrative connecting product vision to financial performance.
Engagement Model
Monthly retainer at 20 hours, with surge capacity during peak seasons when cash flow planning and production decisions required more intensive support.