More profit from the revenue you already have. And growth your company can fund.
I show you which customers and services pay off, where cash is tied up in the business and how much capital your next step requires. That leads to decisions you can act on.
I see finance as part of running the business: it is about pricing, customers, investment and your own income – not bookkeeping.
A new customer or partner can enable growth and tie up capital at the same time. I connect the commercial opportunity with the question of what margin remains and which upfront costs your company can carry.
More profit from existing business.
You see which customers and services carry your margin and where the numbers do not add up. Concrete steps follow: reprice services, charge for special requests, cut unnecessary costs. Additional revenue is worth it where it actually improves profit.
Use the cash you have earned sooner.
Faster invoicing, suitable down payments and better payment terms free up tied-up cash – for day-to-day operations or the next investment. This improves liquidity but does not automatically create additional profit.
Make commitments whose consequences you know.
A 13-week plan shows which funds remain after customer payments, staff, suppliers, taxes and loan repayments. Late payments and weaker months are factored in. You spot financing needs early enough to act.
Put capital where it pays off.
For staff, technology, sales or a new site, we clarify returns, ramp-up time and capital needs on realistic assumptions. You can prioritise, start smaller or deliberately wait. An attractive idea only receives capital once its economics are convincing.
What your company can pay you regularly belongs in the plan – on an equal footing with reserves and reinvestment. You know which amount is sustainable, when more becomes possible and when money should stay in the business. This lets you align the development of the company with your personal goals.
Tax and legal questions are coordinated with your professional advisers.
Reliable earnings, a broad customer base and clear responsibilities make a company less dependent on individuals. That opens up options: handing over responsibility, building new business lines or preparing succession. A higher sale price does not follow automatically.
The key question: how much profit remains when your operational work has to be replaced?
A simplified example: a company generates €1 million in revenue and €100,000 in operating profit. If €20,000 in costs can be avoided permanently, for instance through less rework, profit rises by 20 percent – without additional revenue. That is why it pays to look closely at the existing business before chasing more revenue.
| Item | Before | After |
|---|---|---|
| Annual revenue | €1,000,000 | €1,000,000 |
| Operating costs | €900,000 | €880,000 |
| Operating profit (EBIT) | €100,000 | €120,000 |
| Operating margin | 10% | 12% |
Hypothetical example with unchanged revenue and service quality, excluding one-off implementation costs. Not a client result. How much of it actually becomes available depends on taxes, obligations and investments.
We decide which financial question matters first and agree on mandate, scope and fee.
You receive clear options showing profit impact, capital needs and effort.
I support the agreed measures and check with you whether the effect shows in the numbers.
We can work together on a single mandate or on an ongoing basis. I involve your tax adviser and your bank where their input is needed.
My scope is business advisory and financial steering. Tax and legal matters remain with your professional advisers; I do not provide investment advice or arrange financing.
More profit from existing revenue, more financial headroom or a growth step that pays off?
Briefly describe where your company stands. In a first conversation, we will identify where the greatest leverage lies.
