The reality is that many manufacturers can't justify a full-time, specialized finance team — but the questions don't go away.

CFO-caliber thinking on cash, cost, and margin — without the overhead of hiring for it.

Finance problems rarely announce themselves as finance problems.

They show up as surprises, decisions made with incomplete information, and numbers nobody quite trusts.

Tilda Publishing

THE PROBLEM

WHAT WE DELIVER

“We’re profitable, so why does cash always feel tight?”

A 13-week rolling cash forecast

Receivables, inventory, payment timing, and growth can consume cash faster than the P&L suggests. You know today’s balance, but not necessarily what the next 60–90 days look like.

A practical view of cash in and out, updated against reality, so you can see pressure points early and make decisions before cash becomes the constraint.

Tilda Publishing

THE PROBLEM

WHAT WE DELIVER

“We’re winning business, but are we sure it’s actually making money?”

A true cost-per-unit and contract profitability model

Material, labor, freight, overhead, and commercial terms change. Pricing doesn’t always change with them.

A clear view of what each product, customer, or contract actually contributes—and what needs to change for the economics to work.

Tilda Publishing

THE PROBLEM

WHAT WE DELIVER

“Tariffs changed. What does that actually do to our margin?”

A tariff impact model by product line or customer

The exposure can be buried across SKUs, suppliers, sourcing countries, and customer pricing agreements.

A scenario-based view of the financial impact, connected to pricing and budgeting so you can respond before margin erosion becomes a surprise.

THE PROBLEM

WHAT WE DELIVER

“We know we need more capacity — but what is the return on investment?”

A capital investment model with payback and expected return

New equipment, another line, a facility expansion, or more headcount can make operational sense without having a clear financial case.

A grounded view of investment, cash requirements, capacity assumptions, payback, and return — so you can see what has to be true for the investment to make financial sense.

We've worked across the border ourselves

Our team has years of experience in cross-border manufacturing and finance. We understand what it takes to run operations across Mexico, the U.S., Latin America, and beyond — not just the theory, but the financial realities behind the decisions.

From currency exposure and transfer pricing to tariffs, customs, and intercompany costs, we help make the financial impact of cross-border operations easier to see, model, and manage

Tilda Publishing

How an engagement actually runs

A working session on where cash, cost, and margin actually stand today — no assumptions carried in.

Real financials, real production data — understanding what's actually driving cost and cash, not just what's on paper.

Using your real numbers, we build what the question calls for — a cash forecast, cost model, tariff analysis, investment case, or another practical decision tool.

Depending on the problem - a tool you can run yourself, training to use it well, or an ongoing check-in if the situation calls for it. Worked out together, not a fixed package.

What this looks like in practice

Built a 13-week cash forecast that showed leadership which payments to protect when a liquidity crunch hit.

Delivered a 10-year network strategy and investment plan to support growth cost-effectively, so leadership could see what expansion would take before committing capital.

Identified where overhead had grown out of line with competitors, revealing significant SG&A savings without cutting into the core operation.