A fast-growing e-commerce brand was expanding at 20%+ per year but running finance the same way they did at $8M. Inventory was managed on gut feel, margin by channel was invisible, and the CEO had no real-time visibility into whether growth was actually profitable.

We rebuilt the finance operation from the ground up. Inventory forecasting models were tied directly to cash flow so the team could see the working capital impact of every buy decision before it was made. Contribution margin analysis by product line and marketing channel gave the CEO a clear read on where growth was healthy and where it was burning cash. A new KPI dashboard — CAC, LTV, inventory turns, fulfillment costs — replaced the weekly scramble for numbers with a single source of truth.

We also evaluated the warehouse vs. 3PL economics as volume scaled, established a credit facility to support inventory during growth cycles, and began the process of moving off QuickBooks onto a system that could actually support the business they were building.

The engagement ran as a weekly on-site day plus remote availability — roughly 25–30 hours a month. Embedded, not advisory.