In the order we do it.
Discount authority sits with sales, price increases have not been tested in years, and the answer to “should we take this deal” is decided on gut feel.
Margin is rebuilt bottom-up by product, customer, channel, site and job, with cost-to-serve allocated on what actually drives the cost — orders, deliveries, support hours, returns — rather than on revenue. This routinely reverses the ranking of the top ten customers, and that reversal is the single most useful piece of analysis we do.
Then pricing structure, discount discipline with authority set at amounts that reflect the margin at stake, and price testing where the elasticity is genuinely unknown. Unit economics tied back to the ledger so the model and the accounts agree.
What you can do afterwards that you cannot do now.
Name the customers and lines that cost you money to keep.
Decide a deal against a number.
Take a price increase where the market will bear it and know where it will not.
Your CFO does not do this alone.
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 situations that route here.
“We are profitable but there is never any money”
“I do not know which customers actually make money”
“Every supplier contract seems to renew at a higher price”
“Earnings have been drifting down for three years”
“We operate on both sides of the border and nobody owns the tax position”
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.
Tell us what your month looks like. We will tell you whether this is the first thing to fix.
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.