FRANCHISESECTOR · UNITED STATES AND CANADA

Finance leadership for franchise and multi-unit operators.

The operator manages a consolidated P&L and cannot see the units underneath it, so two or three loss-makers are carried by the strong ones for years. Development agreements get signed against blended averages, build-outs are funded from operating cash, and the liquidity wall arrives at the same moment as an opening deadline whose breach costs territory. Acquisitions get priced off the disclosure document’s published averages without adjusting for which outlets were in the group being measured.
THE MEASURE THAT FINDS ITFour-wall contribution by unit, and by vintage
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.

Every unit gets its own profit and loss in the format the franchisor requires, on the mandated chart of accounts, so benchmarking works and reporting obligations are met without a rebuild each period. Four-wall contribution, comparable sales by unit and by vintage, and central cost shown separately so a manager is judged on what they control.

Royalty and advertising fund reporting is made accurate and timely, and audit-ready, because those rights are contractual and the clawbacks are real. New-unit economics are modeled properly — build cost, pre-opening, the ramp curve, cash-on-cash and payback — and tested against the published benchmark cohort rather than the headline average.

The development schedule is funded and phased as a financial obligation with dates, not an ambition. And the entity structure — typically one per unit or territory plus a management company — is consolidated properly, with the intercompany allocations and the separate lender and landlord reporting each one needs.

WHO YOUR CFO DRAWS ON FOR THIS SECTOR

Multi-entity consolidation specialists, plus transaction support for unit acquisitions

What Changes
02 / 03
What you can do afterwards that you cannot do now.
See every unit on its own numbers. Fund a development schedule you have already modeled. Buy units at a price adjusted for what the published averages actually measured.
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 opened units against a development schedule and funded it

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 tradesDistribution and wholesaleManufacturingProfessional servicesMulti-unit and hospitalityProperty and real assetsTechnology and recurring revenueHealthcare and clinical groupsTransportation, fleet and logisticsConsumer 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.