Same discipline at every level. What changes is how much of the finance function we carry.
The harder problem is designing how information moves through the business in the first place. That shapes every level below it — and it is the part that does not come standard with a CFO.
Where data gets captured, who touches it, where it leaves the system and comes back by hand. That map is the engagement. It is why a costing engine ends up tied to the formulation build rather than bolted on afterward, and why reporting gets produced instead of assembled every month.
A late shipment. A PO that did not match. A credit hold somebody overrode. Individually each one is noise — handled, then forgotten. Read together, forty of them are usually three root causes. We use AI to surface the themes across operational exceptions so the fix lands on the cause instead of the symptom.
Formula errors, assets missing from the schedule, negative inventory, revenue nobody can tie out. The numbers tend to look fine right up until someone checks. We check first, because everything downstream is built on them.
You already have a controller or a bookkeeper. They're capable and you're not looking to replace them — you just have no independent read on whether the numbers crossing your desk are right. This is that read.
The finance function reports to me. Scoped in days per month rather than billable hours, so nobody is watching a clock and you know the number before the month starts.
Most owners find out what the business is really worth during diligence — when a buyer starts subtracting and there is no time left to fix anything, only to concede. We run that diligence first, on your side of the table, twelve to eighteen months early.
Famous, Deacom, NetSuite, Sage, Dynamics, QuickBooks, or a spreadsheet somebody built in 2014 and nobody has touched since. All of it shows up in this sector, and all of it shows up in diligence.
Usually it isn't. Most of the time the software is fine and the process around it never got built. Worth knowing which one you have before you spend six figures replacing the wrong thing.
In dollars, in months, and in the attention it takes from people who already have jobs. Implementation quotes rarely include the third one.
A recent cutover isn't a bad thing — but it usually means your historicals don't reconcile across it. That surfaces in diligence, and it is much cheaper to reconcile now than to explain later.
Before anyone sells you a replacement, we build the package on top of the system you have. Often that ends the conversation.
On-site across the Central Valley — Fresno, Madera, Visalia, Hanford, Tulare, Bakersfield, Modesto and Merced — plus the Salinas Valley, the Central Coast, and the desert growing regions around Yuma. Remote anywhere in between. The close, the reporting and the forecasting happen wherever you are; the plant walk, the ranch visit and the hard conversation happen in person.
Both are free, and neither one ends with a proposal you didn't ask for.
A scored read on where the business stands across five dimensions — financials, owner dependence, concentration, bench and durability. You get the score whether or not we ever talk.
Start the assessment → Fifteen minutesTell me what's actually going on. If the answer is that you don't need me, I'll say so — that answer is worth more to both of us than a bad engagement.
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