Field notes on operating finance.

A chart of accounts should make the business easier to understand. Here is how to design one that supports useful reporting without unnecessary detail.

Overdue invoices usually point to a process problem upstream. Improve cash collection by fixing terms, approvals, invoicing, and ownership.

Pricing decisions should start with margin, capacity, delivery effort, and client mix—not a guess about what the market might tolerate.

A useful finance dashboard is not a wall of metrics. It is a short operating view that tells an owner what changed and what needs attention next.

Profit and cash answer different questions. Here's how to connect the P&L, working capital, and bank balance before growth creates a cash squeeze.

A full-time CFO costs $250K–$400K all-in. For most businesses between $5M and $50M, that's senior judgment you'll underuse. Here's the math — and the point where it flips.

A 13-week rolling cash forecast is not a CFO tool — it's the minimum visibility any owner-managed business needs to make decisions without regret.

The three structural reasons most owner-managed businesses close two to four weeks late — and what that lag actually costs you.

The P&L is three reports in one. Most owners read it as one — and miss the two that matter most.