Financial Health Assessment
A 1–2-week operator assessment of unit economics, channel/SKU profitability, cash conversion, operating risk, and the moves that create more options.
- CAC, LTV:CAC, and payback
- Gross to contribution to EBITDA waterfall
- Channel and SKU profit map
- Cash conversion, inventory days, runway
- Buyer/investor questions and 90-day plan
What gets clear
You probably have a P&L, a Shopify dashboard, a paid-media report, and a working theory. The assessment ties them together so you can see which products, channels, customers, and cash constraints are shaping your options.
The real customer math
CAC, 24-month LTV, LTV:CAC, payback period, repeat rate, and contribution margin per order. The point is to see whether each new customer creates cash, absorbs cash, or only works under friendly assumptions.
Where profit is coming from
A channel and SKU map across DTC, wholesale, retail, and marketplaces: revenue share, gross margin, contribution margin, fulfillment/shipping, payment processing, and paid media load.
The cash constraint
Cash conversion cycle (DIO + DSO - DPO), inventory days, working capital, burn/runway, and where cash gets trapped before it comes back.
What outside capital would question
A buyer/investor lens on channel concentration, weak cohorts, thin EBITDA, customer concentration, inventory quality, and the data gaps that would slow diligence.
What's included
The output is built for decisions: what to fix, what to stop funding, what to test, and what to prepare before a lender, investor, buyer, or board asks.
- Financial health scorecard across unit economics, margins, inventory/working capital, and cash/runway
- Contribution margin waterfall from revenue to gross profit to contribution margin to EBITDA
- Channel and SKU profitability map across DTC, wholesale, retail, and marketplace revenue
- Cohort and unit-economics read: CAC, 24-month LTV, LTV:CAC, repeat rate, and payback
- Cash conversion cycle read: DIO, DSO, DPO, inventory days, working capital, and runway
- Operating-risk and buyer/investor question list: concentration, assortment sprawl, data gaps, and readiness
- Power of One sensitivity model across price, volume, COGS, opex, receivables, inventory, and payables
- 2-hour working session, ranked 90-day action plan, and written operator memo your team can use
1–2 weeks from complete data access to final deliverable. The faster the source data is usable, the more time goes into judgment: what the numbers mean, what choices they create, and what needs to happen first.
How it works
Start with the decision
We start with where the business sits, what you are trying to decide, and which options matter: raise, lender, sale prep, margin repair, inventory cleanup, channel shift, or keep building.
Focused data request
I'll ask for P&L, balance sheet, cash/runway, order/cohort data, marketing spend, inventory, channel revenue, SKU margin, and any investor/buyer materials you already have. Imperfect data is fine; hidden gaps become part of the assessment.
Build the model
I calculate the core metrics, build the contribution and cash views, benchmark the business, and separate real constraints from dashboard noise.
2-hour working session
We walk through the scorecard, risk flags, buyer/investor questions, and 90-day priority plan. You leave knowing which moves create options and who should own them.
Who this is for
Good fit
- Consumer brand doing $5M–$75M in revenue
- You want a clearer picture before a raise, lender conversation, sale path, board meeting, or operating reset
- Margins, CAC, payback, inventory, or cash feel harder than topline revenue suggests
- Multiple channels or SKUs, with profit unclear by channel/product
- Ready to make decisions once the math is visible
Poor fit
- Bookkeeping, tax, or monthly accounting support
- Clean validation of a plan already chosen
- Pre-$5M brand that needs lighter-touch tools before a full assessment
- Delegated finance project with no owner in the room
The assessment is designed to make the tradeoffs visible. A channel can grow revenue and still consume cash. A hero SKU can look great on gross margin and miss on repeat. A raise can buy time and still leave the operating problem untouched. Once the math is clear, the next move usually gets simpler.