13 articles in this category.
When the unit of advisory work is a 15-to-30-minute session, the pricing models that worked for week-long engagements break. Here's how the experts running well-monetized drop-in calendars are actually pricing — and the three traps that catch first-timers.
Annual budgets lie. The 13-week rolling cash forecast doesn't — it's the only financial artifact that has ever survived contact with a real downturn. Here's how to build one that takes 20 minutes a week and saves the company twice.
A spreadsheet template will not save you. A real 3-statement model — P&L, balance sheet, cash flow, all linked — is the financial backbone every venture-backed and bootstrapped startup needs. Here's how to build one.
Most CAC numbers are wrong — they exclude the salaries, miscount the channels, and ignore the time lag. Here's how to calculate CAC honestly, what good looks like, and seven levers to bring it down.
Most companies pick a pricing model by accident in year one and never revisit it. The right model depends on your market position, customer sophistication, and how much pricing power you actually have. Here's the decision framework.
M&A diligence at the SMB scale is different from the LBO playbook. The deals that die rarely die because of price — they die because of one of six discoverable problems. Here's the checklist that surfaces them before signing.
There are 200 SaaS metrics. Four of them actually predict business health. Here's what each means, how to calculate it without lying to yourself, and what healthy looks like at each stage.
Service businesses don't fail from lack of profit — they fail from cash gaps. DSO creep, lumpy collections, and seasonal spend turn a healthy P&L into a payroll panic. Here's the cash-flow operating system that prevents it.
Most founders ignore tax strategy until they're in the middle of an exit, by which point most levers are gone. The decisions made in years 1-3 of the company determine whether you keep 50% or 80% of an exit. Here's what matters.
The 'Burn Multiple' is now the single most-discussed efficiency metric in venture-backed startups. It's also the most misunderstood. Here's how to calculate it honestly, what good looks like, and what to do when yours is bad.
Most growth-stage companies wait too long to build FP&A. By the time they need it, they're firefighting reports rather than driving decisions. Here's how to build the function deliberately in 18 months.
Venture debt has become a default at growth-stage startups. Sometimes it's the right call; sometimes it's expensive credit that founders accept without understanding the structural risk. Here's the framework.
Showing 1 to 12 of 13 articles
