MANUFACTURINGSECTOR · UNITED STATES AND CANADA

Finance leadership for manufacturing.

The standard cost was set when the plant ran differently and nobody has revisited it, so every variance is explained away rather than investigated. Absorption is spread over a volume the factory no longer produces, which makes underused capacity look like profit sitting in inventory. Capital gets approved on payback calculated from optimistic volumes. And the bottleneck — the machine or the cell that actually governs output — is rarely the thing the reporting is built around, so the business optimizes everything except the constraint.
THE MEASURE THAT FINDS ITContribution per hour of the constrained resource
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.

Standard costs are rebuilt against current routings and current rates, and variances are split into the ones that mean something — usage, rate, mix, volume — so a purchase price variance stops being a rounding item and starts being a conversation with procurement.

We identify the constraint and report contribution per constrained hour, because in a plant that is the only profitability number that governs a decision. Product mix, pricing and capital all get judged against it.

Capital cases are built on realistic ramp, with maintenance capital separated from growth capital so the two are never traded off by accident, and reviewed after the fact against what was promised.

WHO YOUR CFO DRAWS ON FOR THIS SECTOR

Costing and operations analysts, plus capital appraisal specialists

What Changes
02 / 03
What you can do afterwards that you cannot do now.
Know which products earn their place on the constrained line. Explain a variance instead of absorbing it. Approve capital against a case that will be checked afterwards.
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 costed a plant and lived with the variances

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 wholesaleProfessional 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.