You're running a $5 to $50 million business on last month's numbers.
Koen Advisors builds you a financial command center: a rebuilt P&L that shows profit by provider, crew, customer, or product line, a 13-week cash forecast, and a live dashboard you check weekly. It starts with a 3-week diagnostic called the Margin Map, priced at $7,500 flat.
If any of this sounds like your Monday morning, keep reading.
- Your P&L shows up on the 20th and tells you what happened six weeks ago.
- You know total revenue, but you can't say which provider, location, or service line actually makes money.
- Cash surprises you, because you find out it's tight when the balance drops instead of 13 weeks out.
- Your bookkeeper records the past just fine, but nobody has been given the tools or the time to plan the future.
- Big decisions, like a new hire or a second location, still come down to gut feel.
- You've priced a full-time CFO. Market rates run from $275,000 to $500,000 all-in depending on company size, and that math doesn't work at yours.
The Command Center Method
I ran finance organizations in the Army, where a command center is a real room: live data on the wall and one person accountable for every number on it. Your business deserves the same thing, sized to fit. The method has three phases.
3 weeks
Phase 1: The Margin Map
A paid diagnostic with a fixed scope and a fixed price of $7,500. You get a rebuilt P&L by provider, location, and line, a 13-week cash forecast, and a fix list with a dollar value on every item.
About 90 days
Phase 2: Build
I build your command center: a live dashboard, a monthly close that lands on time, and the handful of numbers that actually drive your margin, like gross margin per job and how fast a dollar of work becomes a dollar of cash.
Ongoing
Phase 3: Operating Cadence
A weekly KPI flash and a monthly operating review. You run the business on current numbers instead of reacting to old ones.
What this looks like in your world
The build is the same everywhere: a rebuilt P&L, a 13-week cash forecast, and a dollar-valued fix list. What changes is where the margin hides in your industry and the language it hides in.
Healthcare practices
Profit per provider, payer mix, and what the January code transition did to your margins. Collections performance, denial patterns, and aging receivables are in scope, because for a practice that's where margin hides. The flagship case study is a working vascular practice you can read end to end.
Trades & services
Here the margin hides in job costing your foreman would recognize, in WIP, and in the cash reality of retention and progress billing. I've built WIP schedules that survived sell-side diligence.
Distribution & manufacturing
Margin by customer, product line, and warehouse. Customer concentration and vendor terms stop hiding in separate spreadsheets and land on one page you can act on, including the numbers behind the borrowing-base certificate your bank wants every month.
E-commerce & inventory
A 13-week cash forecast that models purchase-order timing, supplier commitments, and what the inventory is financed with, because a forecast that ignores the revolver and the advances is not a cash forecast. A buy plan should never be able to quietly kill the company, and this is how you see it coming.
Franchisors & multi-unit operators
The build here is a unit-level P&L that shows which locations actually make money, benchmarks every unit against the system, and is clean enough that the royalty math holds up on both sides of it. If you're building an FDD Item 19, I support that work alongside your franchise counsel. I've owned and operated a home-services franchise myself since 2023, and I've managed the financials for a franchise brand, so I've seen the royalty report from both sides.
Selling in the next few years?
Then your numbers need to survive someone else's diligence team, not just your own review. The Margin Map rebuilds your segment P&Ls and recast financials with that bar in mind. I've been the sell-side CFO on five closed sales of owner-operated companies, running the financials and the deal room from the first diligence request through close.
Already running inside a real practice
A multi-provider vascular and interventional practice in the Pacific Northwest couldn't see profit per provider. I rebuilt their P&L down to cost per case and put it on a live dashboard covering 1,986 cases across 5 providers and 50 months of history. The deep worked example is a medical practice because that owner let me show the receipts, and the failure pattern it fixes isn't medical.
- One home-services client grew from $3 million to $10 million in revenue and exited at 10x EBITDA.
- On five closed sales of owner-operated companies, I sat as the sell-side CFO, building the recast P&Ls, WIP schedules, and roll-forwards that survived diligence.
- More than 40 engagements with owner-operated companies, spanning CFO seats, operations work, and M&A support.
- Before that, over a decade in U.S. Army finance and executive roles with budgets from $135 million to $12.8 billion. The discipline comes from that world, and the whole point of Koen Advisors is applying it at owner scale.
- CFO of the Walter Reed Army Institute of Research, a research budget over $2 billion across 4 continents.
- MBA and MHA from Baylor. FACHE, CDFM, and Lean Six Sigma Black Belt.
Who this is for
- Owner-operated companies doing $5 to $50 million a year.
- Physician practices, OBLs, and ASCs. Healthcare is the flagship specialty, and the case study is a working example.
- Service, trade, and manufacturing businesses whose bookkeeper is great at recording the past and needs backup on the future, but who can't justify a full-time CFO.
- E-commerce and inventory businesses where cash lives in purchase orders and a 3PL, not receivables.
- Franchisors and multi-unit franchisees who can see system-wide revenue but not which units, crews, or territories actually make money.
- Owners who want to see their numbers weekly and act on them, rather than filing them away.
Who it's not for
- Startups and companies under $5 million. At that stage a solid bookkeeper will serve you better than a CFO.
- Anyone shopping for outsourced bookkeeping. I work alongside your bookkeeper rather than replacing them.
- Owners who want a binder of recommendations and no change to how they operate.
- Companies with a full finance team in place. At that point you need another hire rather than a fractional CFO.
CFO Cost Calculator
A full-time CFO at your size runs $275,000–$375,000 all-in. The Command Center Retainer runs $90,000–$150,000. That's $125,000–$285,000 a year back.
Estimates based on market compensation benchmarks for your revenue size.
Start with the Margin Map
It's one engagement with a fixed scope: 3 weeks, $7,500 flat. You get a rebuilt P&L by provider, location, and line, a 13-week cash forecast, and a prioritized fix list with a dollar value on every item. Then you decide if you want help executing it.
If the Margin Map doesn't identify at least 3 times its fee in margin opportunities, you don't pay. And if you continue to a retainer, the full $7,500 is credited to month 1.
I do this work personally, so retainer capacity is capped at 5 clients at a time.
For scale: market rates for a full-time CFO run from $275,000 to $500,000 all-in depending on company size, and a year of fractional CFO work runs $90,000 to $150,000. The Margin Map is $7,500, and it shows you exactly what that kind of help would be worth in your business.
Three weeks from now, you could know exactly where your margin hides.
Book a short call. We'll talk through your business and whether the Margin Map fits. If it doesn't, I'll tell you and point you somewhere useful.
Know an owner doing $5 to $50 million who needs this? Send them this page. A referral from a peer beats anything I could ever write here.