Fractional CFO and operational finance for $20M–$200M mid-market manufacturers — discrete, food and beverage, industrial, electrical equipment, fabricated metals. Capex, capacity, COGS, working capital: the four levers in any manufacturing business, and the four that pure-financial advisors typically get wrong because they have never walked a factory floor.
Sector-specific. Every manufacturing engagement is built around these levers, not a generic CFO playbook.
New line, new shift, new facility. The model that survives a $5M decision.
Where the gap actually lives. Variance analysis that drives operational change, not just a slide.
When demand exceeds capacity, the decisions that determine 12-month margin.
Raw → WIP → FG → AR. Each transition is a cash decision.
The negotiation that protects the next downturn.
When more than one facility, the discipline that makes each plant honest.
We don't sell what we haven't run. Every engagement led by a partner who has been inside the function.
$10–$300M. Single-plant up to small multi-plant operations.
Matt Putra and Leandro D'Elia depending on the sector. Consumer manufacturing → Matt. Industrial / capex-heavy → Leandro.
NetSuite, Sage X3, Microsoft Dynamics, Plex. The common ones.
Capex modeling and decision support is one of the most common engagements in this practice.
Yes — co-pack and contract manufacturing are part of the work, often jointly with the CPG practice.
