emerald-cfo

Client Results: 5x Revenue, 4x Profit — A Construction Client's Climb

Tue, 11 Aug 2026 21:59:03 GMT

Snapshot

Client Profile: Construction company, 3 years in business, looking to build a lasting company with a people-first mission
Starting Point: Stuck around $1M revenue, in constant "reacting to fires" mode
Results: Grown past $5M+ revenue, 4x net profit to owners, $2M+ in assets added to business, 8 employees added
Engagement: Fractional CFO, Jan 2024- Present

What we built together

The owners had a big vision for the company- to provide quality services to customers and create great jobs for its employees with an added emphasis on work-life balance and a sustainable culture (which is rare compared to their peers). They had their What and Why figured out, but they were struggling with the How . They wanted to grow the company, but they couldn't maintain visibility into their overall cost and cashflow structure. They were often reacting to fires (how are we going to make payroll this week, we need a new truck yesterday, we can't miss that monthly loan payment, let's just finance that piece of equipment and hope it works out, etc. They also had no clue on where their bidding and pricing needed to be for new jobs in order to achieve their goals. Lastly, they could not get a confident line-of-sight into when they should hire, what they could afford, and how it would change the company's overall trajectory. These challenges were directly obstructing their ability to grow into the people-first, mission-oriented company that they wanted to become.

By leveraging our CFO Toolkit, we quickly gained real-time insights into the financial performance of the business, in a way that the owners could understand. By establishing our goals and direction, we were able to map our financial targets and KPIs to tangible outcomes.

From there, three things changed the trajectory of the business.

We got ahead of cash instead of reacting to it. Once we could future-cast the financials and cash flow, the conversation shifted. We weren't asking "can we make payroll this week?" — we were asking questions like "based on where we're headed, when can we afford to bring on the next guy, and what does that do to the next six months?"

We financed growth on purpose. Over the engagement we purchased 8 new pieces of equipment totaling over $2M in value, most of it through complex, yet beneficial, debt financing. The old way was to finance a piece of equipment and hope it worked out. Instead, we structured the debt intentionally — matched to the cash the equipment would actually generate — and used the Playbook to keep it manageable on an ongoing basis rather than something that disrupts the company growth trajectory down the line.

We connected sales to the financials in real time. This is one I rarely see businesses implementing, and it's arguably the highest ROI you can make. We built visibility all the way back up to the top of the funnel, so the owner could finally see:

- when they needed to be selling hard

- when they could pull back and focus on building the business instead

- which types of jobs and customers were actually driving profitability

This was one of the biggest "clicks" I saw for the owners- now they had clarity on their own energy management . And finally the sales goals were broken down into achievable steps and best of all it connected directly to their desired outcomes, so finding motivation was way easier.

Along the way we also worked through hiring strategy and org structure, bidding and pricing, and the hundreds of quick questions that come up when you're aggressively building a business and the bullets are flying. The owners weren't spending their nights on accounting and finance anymore. They had a trusted partner to call, and they got to go back to running their company.

Where they started

Where they are now

Two years in, the company has grown past $5M in revenue, 4x'd net profit to the owners, added over $2M in assets, and created great jobs for 8 new employees. The owners were recently able to buy new houses and grow their own families. They're building the company they described to me at the beginning — quality work, great jobs for their people, real work-life balance, and a sustainable culture. They had the What and the Why from day one, they just needed a little How to help along the way.

In their words

"Bringing on Kevin to help us take the emotion out of decisions and knowing where we stand was the most efficient use of our resources. He's helped us grow together, and we are happy to have him by our side."

"Kevin has been very knowledgeable about all things accounting and financial forecasting. He helped us get our finances in order in a quick turnaround. He has helped us make several data driven decisions that would have otherwise been made by uneducated guesses."

Annual Planning: From big dreams to real roadmap

Fri, 30 Jan 2026 19:08:56 GMT

Annual Planning: from big dreams to real roadmap

Happy February! Already one month of the year in the books. Things are off to the races for my clients.

Now that we’re fully wrapped up with annual planning and roadmapping, I wanted to circle back and share a little more detail on how that process actually works in practice. If you recall, before Christmas I shared the planning document I use with clients to help them dream big about the year ahead (message me if you didn’t get it and would still like a copy). After all those dreams get poured onto paper… what happens next?

This is where the rubber meets the road—and, in my opinion, one of the primary functions of a CFO. The CEO answers the questions “ what ” and “ why .” The CFO helps answer “ how ” and “ when .”

After a client completes their goal-planning reflection, they send it over and I start my initial analysis. I go through their responses, make notes, highlight areas that need clarification, and which goals we may need to tease out more on. I start to identify priorities and “weights” across the different components of what will make up their ideal year—so I know exactly where we need to drill in. From there, I send over a scheduling link and we get time on the calendar together.

That session is what I like to call a collaborative dreaming session . The goal is to define what truly makes up an ideal year. There are a few guiding principles: we’re not solving yet, we stay focused on the what and why, nothing is off limits, and we don’t say no to ideas. This is where the peer-leadership side of the CFO role really comes into play—“ I’m in this with you, and I want to help make this an awesome year. ” A lot of this session is coaching and mindset-driven, making sure what we’re putting on paper is truly aligned with what the owner wants. If goals are artificial or half-hearted, the plan will eventually veer off track—and that never ends well. So we really take the time to suss everything out in what ends up being an intensive, but highly fun, session.

Coming out of that meeting, I usually have copious notes and a strong sense of how to frame the year. Then I head into the CFO lab . This is where the financial planning and modeling kicks in. I take the client’s vision and start mapping it into a detailed financial roadmap—layering in their business reality, market conditions, feasibility, team capacity, and timing. It’s mentally taxing but incredibly fun—like working a real-life, dynamic puzzle, or painting a work of art piece-by-piece. We start placing initiatives into specific months, projecting business performance, layering in constraints (time, people, market forces, customer dynamics), mapping required resources and expected outcomes, and making sure there’s still room for distributions, tax payments, debt obligations, and—most importantly—a healthy bank balance throughout the year.

Beyond the numbers, a critical part of this process is driving action . We do this in two ways. First, we maintain an overarching goals sheet that we revisit in every monthly CFO session. Second, we translate those goals into clear, actionable next steps. After each session, we define the handful of actions that need to happen before the next meeting to keep the plan moving forward and the year-long outcomes on track.

From there, it’s back to monthly business-as-usual: running the business, taking action, adjusting as needed, and staying focused on what matters—so that by year-end, all those puzzle pieces come together into a clear, cohesive masterpiece.

I wanted to share a bit more detail on what this process actually looks like behind the scenes, in case there are a few nuggets you can apply in your own planning. If you ever want to chat through the nuts and bolts, I’m always happy to.

All the best until next time—and here’s to turning 2026 into a Mona Lisa of a year. ��

How One CFO Conversation Changed a Seasonal Business’s Outlook

Mon, 29 Dec 2025 22:18:25 GMT

The power of seeing the problem early... and giving yourself time to fix it

I wanted to share a recent outcome from a CFO session that’s a great example of why planning ahead matters.

The business is highly seasonal. In the past, they’ve struggled with cash flow toward the end of the year and into the slow season. It’s been a recurring source of stress — one of those issues that never quite gets solved, just endured.

During our session, the CEO and I dug into their projections. We analyzed seasonality, projected upcoming revenue, and overlaid everything else competing for cash: a major software upgrade, a critical new hire, and some very specific owner withdrawals. When we stepped back and looked at the full picture, the answer was clear — and uncomfortable.

If nothing changed, cash would run dangerously low by year-end.

That’s never a fun way to start a strategy conversation. But instead of panicking, we shifted into problem-solving mode. We explored timing adjustments, savings strategies, and realistic levers the business could pull. The biggest takeaway surprised the CEO: it would only take an additional $70,000 in sales over the next seven months to comfortably cover the slow season. For a $2–3M business, that wasn’t an outlandish goal.

That’s when the light bulb went on. The CEO immediately started naming warm leads and near-term opportunities — a $15k contract here, a $30k+ project there — all realistic, all within the team’s capacity. The issue wasn’t opportunity. It was visibility.

With clarity in hand, the next steps became obvious. We mapped out a simple, month-by-month roadmap: close this contract by this date, wrap this project by that date, and keep momentum steady. Nothing complicated. Just clear targets and a plan that was easy to follow.

The best part? The CEO felt motivated to do the work now, so he could head into the slow season without anxiety — and actually enjoy the holidays with his family. That’s the real value of planning ahead. When you see the problem early, you give yourself options. And options change everything.

When the Books Are a Mess, the Business Can’t Wait

Mon, 29 Dec 2025 22:14:41 GMT

Why clarity and cash flow matter more than perfect accounting

I recently onboarded an $8M+ contracting business and dove straight into their accounting. To be honest, the books were rough — years of missing historical data and a significant cleanup job ahead. We got to work immediately, fixing what we could and rebuilding better financial processes from the ground up.

But here’s the reality most owners face: even when the books are behind, the business doesn’t pause. Decisions still have to be made. Projects move forward, people need to be hired, equipment has to be purchased, and cash still goes out the door. Waiting for “perfect” financials isn’t an option.

Within the first 30 days of this engagement, we stood up the first version of a cash flow forecast. It wasn’t flawless — and it didn’t need to be. What mattered was clarity. For the first time, the owner could actually see how cash moved through the business and what decisions would impact it most. The shift was immediate. The conversation moved from reactive to strategic.

Suddenly we were talking through real questions that mattered: Should an expansion project be delayed or accelerated? Does it make more sense to hire now or invest in equipment first? How should owner draws be structured so there’s enough cash to cover debt and upcoming tax payments?

Clean books are important, and we’re fixing them. But meaningful financial conversations don’t have to wait. Even when the numbers are messy, you can still make smart, strategic decisions that move the business forward right now.

Financial Annual Planning Guide

Mon, 29 Dec 2025 22:06:41 GMT

Step back, think clearly, and intentionally set the stage for

an incredible year ahead.

Most owners start the year with goals in their head but no clear way to connect those goals to their money, time, or decisions. This annual planning guide is designed to help you slow down, step back, and think clearly about what you actually want the year ahead to look like — personally and professionally.

In a focused 1–2 hour session, you’ll work through income needs, cash flow priorities, business initiatives, team plans, time allocation, and the risks you want to avoid repeating. By the end, you’ll have a grounded, thoughtful foundation you can use to turn intention into a real financial and operational plan — instead of reacting as the year unfolds.

If you’re ready to stop guessing and start the year with clarity, this guide is a strong place to begin.

Get the CFO Annual Planning Guide

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