DISTRIBUTIONSECTOR · UNITED STATES AND CANADA

Finance leadership for distribution and wholesale.

The business is profitable and has been for years, and it still draws on the operating line every month. The cash is in two places and both are measurable: stock that stopped moving but is still being reordered because nobody revisited the reorder point, and receivables that nobody chases because the customer is important. Landed cost is a guess, so the margin on imported lines is whatever the system says it is. And the largest customer is usually the worst one, but nobody can prove it because overhead is allocated on revenue.
THE MEASURE THAT FINDS ITThe cash conversion cycle, in days
WHAT WE DO ABOUT IT, BELOWREMOTE-FIRST, ON SITE WHEN IT CHANGES THE OUTCOME
How We Run It Here
01 / 03
What a finance function in this sector actually needs.

We decompose the cash conversion cycle into days inventory, days receivable and days payable, and work the one with the most cash in it first. Stock gets aged by SKU against actual turns, with obsolescence recognized rather than deferred, and reorder points recalculated on real demand instead of a setting from three years ago.

Landed cost is rebuilt properly — freight, duty, tariff, currency and handling loaded to the item — because a distributor that does not know its landed cost does not know its margin.

Then customer and SKU-level profitability with cost-to-serve allocated on orders, deliveries and returns. It routinely reverses the ranking of the top ten accounts.

WHO YOUR CFO DRAWS ON FOR THIS SECTOR

Inventory and costing analysts for the SKU-level rebuild

What Changes
02 / 03
What you can do afterwards that you cannot do now.
Say exactly how much cash is trapped in stock and how much comes back for each action. Know which accounts you are subsidising. Price imported lines on their real cost.
Who Holds The Seat
03 / 03
Matched to the sector, not to the postcode.
We hire for what somebody has run rather than where they live, which is the only reason we can put a CFO in your seat who has already done this in a business like yours.
YOUR CFO, FOR THIS SECTORHas run a distribution business through a stock correction

With a named controller alongside them, a named backup on every seat, and the specialist bench behind both — all inside one fixed monthly fee.

THE OTHER ELEVEN
The rest of the scope.
Nobody needs all of it at once. The diagnostic decides which two or three matter first in your business, and you keep that assessment either way.
Construction and tradesManufacturingProfessional servicesMulti-unit and hospitalityProperty and real assetsTechnology and recurring revenueHealthcare and clinical groupsTransportation, fleet and logisticsFranchise and multi-unit operatorsConsumer brands and e-commerceNonprofit and member organizations
SEE THE FULL SCOPE →
What Happens Next

Your sector is one conversation away from a written answer. Start with what is actually going on.

One hour on your business, with the CFO who would hold the seat rather than a salesperson. Nothing to prepare and nothing to sign. A written note back within two working days saying what we heard and what we would look at first.
BOOK A CONVERSATIONREAD THE AGREEMENT
ONE HOUR · NO CHARGE · A WRITTEN NOTE BACK WITHIN TWO WORKING DAYS
THE HOURWhat the business does, how the cash moves through it, and what would have to be different in a year.
THE NOTEWhat we heard and what we would look at first, in writing, within two working days.
THE PODA CFO who has run finance in this sector before, with a named backup who already knows your file.
THE STANDARDClose by the seventh working day, pack on the eighth, and a published response standard in between.