We understand how your sector makes money, and where it leaks.
Generic financial advice rarely fits a business with a shop floor, a fleet, a site team or a dozen locations. We focus on owner-managed businesses in five sectors and speak their language, while working with other businesses too.
Manufacturers and engineering firms tie up cash in materials, stock, work in progress and machinery long before customers pay. Knowing the true cost of each product or job, and planning cash and investment around it, is the difference between growing profitably and growing into trouble.
Cash flow forecasting around stock, WIP and payment terms
Business cases and funding plans for capital investment
Monthly reporting the production and sales teams can act on
Controls and resilience that protect production and payments
02
Construction
Construction businesses live and die by contract margins and cash flow. Valuations, applications for payment, variations, retentions and subcontractor payments all need to be managed tightly, often across several projects at once.
Valuations, applications for payment and variations
Retentions and payment terms
Subcontractor and supplier costs
Pipeline and tender pricing
How we help
Project-level reporting with cost-to-complete
Cash flow forecasting around valuations, retentions and payment runs
Tender pricing informed by actual job performance
Controls over subcontractor payments and bank-detail changes
Funding, bonding and lender relationships
03
Logistics & transport
Logistics businesses run on thin margins and high fixed costs. Fuel, drivers, vehicles, maintenance and subcontracted haulage all need to be priced into every rate, and a few unprofitable customers or routes can wipe out the margin on everything else.
Costing and profitability by customer, route and vehicle
Evidence-based rate reviews and surcharges
Cash flow forecasting and working capital management
Fleet investment and financing decisions
Payment controls that stop invoice fraud
04
Wholesale & distribution
Wholesalers and distributors balance stock, supplier terms and customer credit on margins that leave little room for error. Small improvements in gross margin, stock turn or debtor days can release significant cash and profit.
Multi-site operators need to know how every location is really performing. Labour, rent, energy and cost of sales vary site by site, and decisions about opening, refurbishing or closing sites are some of the biggest a business will make.