Real founders. Real turnarounds. Measured results.

The problem

A farming division absorbed in 2023 was tracking toward a $635K annual loss, partly masked by ~$325K of unbilled rail freight. About $225K of construction had been funded from working capital. The revolving line was out of compliance, and with quarterly reporting and no forward model, the problem surfaced late.

What we did

We built a five-part risk reduction plan with management and presented it to the bank: shut down the farm division, cut $270K of annual operating cost, inject $300K of owner capital as a subordinated note, sell farm assets to pay down debt, and bridge the collateral gap. Then we stayed in: a weekly working-capital scorecard, weekly management reviews, monthly three-statement reforecasts, and lender reporting that bridged every variance, misses included.

The problem

Two founders hit a crossroads: Bryce wanted to exit for his career while Devin wanted to keep building — but there was no capital for a buyout and no structure both sides could trust. Shutting down a growing brand was the default outcome.

What we did

We advised on a fair valuation and structured a seller's note that shared risk between the partners and preserved cash for growth. From there we built a scenario-based forecasting model, prioritized reinvestment into the highest-return product lines, negotiated supplier contracts built to scale, and quarterbacked a first investment round structured to minimize founder dilution.

The problem

The brand had momentum across DTC and professional channels but no reliable read on what was actually profitable. Cost-of-goods reporting had gaps, product- and channel-level margins were opaque, and leadership was managing scale pressure on instinct alone.

What we did

We restructured reporting for true product- and channel-level margin visibility, designed a KPI and accountability framework with leadership, and built a three-statement model with rolling cash forecasts. Then the data drove the decisions: underperforming commission-only reps were cut with no revenue decline, and customers were segmented so sales capacity concentrated on the accounts driving most of the revenue.