Know what your next decision costs.

The output is a working decision package, not simply a dashboard. The engagement defines the forecast horizon, update frequency, reporting detail and management meeting schedule.

• Cash forecast showing opening cash, expected receipts, payments and closing cash
• Budget-versus-actual review explaining material differences
• Scenario model with base, downside and alternative assumptions
• Short decision memo recording the choice, owner and next review

A forecast starts with reconciled cash and separates invoiced revenue from likely collections. We map payroll, vendor commitments, debt payments, equipment purchases and client-supplied tax payment schedules to expected dates. A rolling 13-week view may suit near-term decisions; a longer budget addresses capacity and investment choices.

• Identify uncertain receipts instead of treating every invoice as cash
• Compare forecast with actual cash movements
• Update timing assumptions when jobs or collections change

Profitability analysis can compare a property, project or service line once direct costs and overhead treatment are defined. We distinguish recorded costs from costs still expected, then test changes in price, volume, labor capacity or work mix. Missing data stays visible rather than becoming a false margin.

Bookkeeping records and reconciles activity. A controller oversees close quality, accounting consistency and controls. CFO work uses that information to evaluate what comes next. Your owner or manager approves assumptions and business decisions; Daxable does not approve payments or sign lending agreements for you.

Start with recent reconciled financial statements, bank balances, receivables and payables, debt schedules, payroll commitments and the decision you need to make. Add job schedules, owner obligations, equipment plans or field-service reports where relevant.

• Name the person who resolves missing information
• Confirm the reporting period and system of record
• Agree access permissions, approval boundaries and a review cadence

Illustrative example, not a client result. A contractor expects a $60,000 draw in week three, but $40,000 of labor and supplier payments falls due in week two. With $25,000 opening cash and no other movements, week-two cash would be negative $15,000. The model exposes the timing gap before the draw arrives; management can test revised payment timing or project sequencing. It does not guarantee funding.

Illustrative example, not a client result. A manager's bank screen includes owner and tenant funds alongside the firm's operating account. The company forecast starts with its own available cash, not the total shown across accounts. Expected management fees, operating payroll and corporate expenses form a separate view from owner distributions and property obligations. The client and qualified advisers determine legal fund restrictions.

Illustrative example, not a client result. An HVAC company wants another installation crew before peak season. We can model wages, training, equipment deposits, expected completed jobs and collection timing, then test a slower booking season. A plumbing firm may need a different model separating emergency service receipts from longer project billings. Neither assumes demand or a target profit is guaranteed.

An agreed reporting package can include management financials, a cash forecast, budget variances and a short explanation of assumptions. We prepare it for management review and coordinate requested financial information. Lenders set their own requirements. Audit opinions, investment recommendations, valuation opinions and raising capital are outside this service.

One entity with dependable records and a monthly planning meeting is different from several entities, weekly cash updates and job-level scenarios. We define deliverables, data preparation, meeting time, stakeholder requests and change control before quoting. A CFO starting price is not a bundled promise of unlimited bookkeeping, controller and CFO capacity.