Fractional CFO and exit-prep for $15M–$250M omnichannel retailers running DTC, wholesale, retail and marketplace channels in parallel. The operating complexity that emerges when a brand stops looking like a website and starts looking like a business — channel-by-channel margin, inventory positioning across pools, cross-channel attribution.
Sector-specific. Every omnichannel & retail engagement is built around these levers, not a generic CFO playbook.
Each channel has its own economics. The roll-up only matters if the channels are modeled honestly first.
How much, where, in what form. Three-channel brands often hold 40% too much inventory.
Four-wall, contribution margin, payback. The discipline that DTC-first brands often skip when they open stores.
AR aging that does not surprise the cash position. Discounting policy that does not erode margin.
Amazon, TikTok Shop, Walmart Marketplace — fee stacks, return treatment, attribution.
When the website sells the store and the store sells Instagram, which one gets credit?
We don't sell what we haven't run. Every engagement led by a partner who has been inside the function.
When more than one channel hits 15% of revenue. That is usually when the finance complexity starts to bite.
Yes — the four-wall model, store-rollout sequencing, and reverse-decision criteria are common engagements.
TikTok Shop, Walmart, Meta Shop, eBay where relevant. Each has its own economics — we model them separately.
Matt Putra. The consumer practice handles DTC, CPG and omnichannel as one bench.
Yes. Sam Dillon leads APAC, partners handle UK out of London.
