FP&A by Clint

Start where the money isn't adding up.

Every engagement starts with understanding how cash and profit move through your business. From there, we agree on what to fix, I build it, and we decide who keeps it running: your team, or me on retainer.

ENGAGEMENT SLIPFP&A by Clint · No. 0001

Numbers Health Check✓
Model or dashboard build✓
Finance Hub connectionoptional
Retainer supportflexible
Insight that moves decisionsalways

TOTALClarity

Terms agreed together · monthly retainer

1 to 2 weeks · fixed

Numbers Health Check

Cleaned-up P&L
Margin by product or location
13-week cash view
One-page memo: three things to fix first

Project · fixed

Model or dashboard build

12-month budget and forecast with scenarios
Or a KPI dashboard in Excel or Google Sheets
Limited support after handover
Video walkthrough

Custom build · monthly retainer

Finance Hub

Your whole operation in one system, built from scratch around how your business runs. Every transaction flows straight into the books.

Sales orders, deliveries, invoicing and collections
Purchasing, receiving, supplier invoices and payments
Inventory by warehouse, valued at average cost
Approvals by role, with a full audit trail
Ledger, P&L, balance sheet, cash flow and month-end close
Finance and budget dashboards tied to the books
Built, hosted and maintained on a monthly retainer

Retainer · flexible terms

FP&A on Retainer

Day-to-day finance support, working alongside your team
Management pack, budget vs actual and rolling cash forecast
Finance Hub connected and kept current
Billed as a monthly retainer, on the terms we agree

Inside a Finance Hub

One system from order to month-end close.

Screens from a sample hub built for a fictional meat distributor. I walk through the full working hub live on your assessment call.

Executive overview with sales, margin, cash, working capital days and approvals — **Executive overview** Sales, margin, cash and working capital on one screen

Sales orders list with client, delivery date, amount and status — **Sales orders** Confirmed, released and delivered, by client

Stock ledger by warehouse and item with on-hand quantity and value — **Inventory** Stock by warehouse at average cost, tied to the ledger

Month-end close checklist with closed months and approver — **Month-end close** A checklist the hub checks for itself, then locks the month

Income statement by month from the ledger — **Income statement** Posted by the hub as the operation runs

Finance dashboard with revenue, EBITDA and year-to-date view — **Finance dashboard** Revenue to EBITDA, matching the books

Flexible by design

Start with oneCombine any of themConnect the Finance HubScale up or downPause when you need to

Every engagement starts with a free finance assessment call. A fixed quote follows for projects, and retainer terms for ongoing work. Tax filing, audit and legal advice stay with your accountant, and I give them clean, reconciled figures.

Four models you can try right here.

RECONCILED ✓

Dashboard + unit economics · Food kiosk chain

Owned vs franchise: who pays for the commissary

One commissary cooks for every branch, owned and franchised. Compare the P&L as booked with the commissary cost shared by usage, then set franchise terms that cover it.

Branch	Revenue	Supplies	Branch OPEX	Commissary	Net ▾

Swipe the table sideways to see every column →

Franchise terms, priced on full cost

Royalty Markup on full cost Kiosk sales / mo

Franchisee profit / mo

Payback (18-mo target)

Brand keeps / location

APPROVED ✓

Margin analysis · Café and bakery

Margin and cost per product: what to price up

Price, recipe cost and five-month profit for every item. Switch to the cost view to find cheap items that cost the most to make, then test a price change.

Swipe the table sideways to see every column →

Price change on all items

Avg gross margin

Gross profit, 5 mo

Below 45% margin

Based on a real café engagement. Product names changed and amounts scaled.

TESTED ✓

Budget · Frozen meat distributor

Scenario budget: what moves net income

Move the drivers and watch the monthly budget respond. The note ranks which lever matters most.

Volume Premium mix Price change Landed cost change

Revenue

Gross margin

Net income

BALANCED ✓

Cash forecast · E-commerce

13-week cash: find the tight week

Closing cash each week against a $40k buffer. Turn fixes on to see which one protects cash best.

Collect wholesale 2 weeks sooner Split the week-8 stock order Trim ads to 18% of sales

Client names, products and locations are removed or changed, and amounts are scaled.

Read the numbers, weigh the options, forecast the best one.

Each result comes from one of the four models. We review the current numbers together, compare the options, and I recommend the one that pays off best, with a forecast of what it delivers if it is carried out well.

Model 1 · Owned vs franchise$58.5k

The numbers. On paper, owned branches kept about 2% of sales and franchise lines about 23%. The gap was in the books. The commissary's $120k a year in staff, rent, utilities and delivery was charged only to owned branches, yet franchisees used 49% of its output. Shared by usage, $58.5k moves to the franchise side: owned branches earn about 8% and franchise lines about 11%.

Options weighed: Keep the terms and let owned branches carry the cost, raise the royalty, add a flat commissary fee, or price franchise supplies at full cost (ingredients plus commissary running cost) before the markup.
Best option: Price franchise supplies at full cost with a 12% markup and keep the 4% royalty. Share commissary OPEX by usage in the monthly P&L, and bring the two high-cost owned branches down to about 42% supplies.
Forecast if done right: The brand keeps about $35.8k more a year from the three franchises, and a new franchisee still pays back in about 17 months, inside the 18-month target. The cost fix adds about $19k a year, lifting owned margin from about 8% to 10%.

Model 2 · Margin per product8 of 23

The numbers. At a café, 8 of 23 menu items earned under a 45% margin. The cost check showed why: the cheapest items cost the most to make. A $4.75 strawberry milk cost $3.05 (64% of its price), while a $7.50 chocolate cake slice cost $1.25 (17%). Cakes carried most of the profit.

Options weighed: Raise prices across the menu, cut recipe costs, drop the weakest items, or raise prices only where margin is thin.
Best option: Price by cost, not by category. Lift each high-cost drink to the price that gives a 45% margin (for example $5.75 for the milk drinks and $7.25 for the strawberry blend), and keep cake prices as they are.
Forecast if done right: About $1,460 more gross profit over five months at the same volume (around $3.5k a year), and the new milk drinks launch at a 45% margin or better instead of as low as 36%.

Model 3 · Scenario budget+62%

The numbers. A distributor earned $13k a month. Net income moved more with product mix and price than with volume.

Options weighed: Accept a retailer's offer of 15 more tonnes at 3% lower prices, or shift the mix toward premium cuts with a small price increase.
Best option: Move 10 points of the mix to premium cuts and raise prices 2%, then decide on the retailer's volume later.
Forecast if done right: Net income rises from $13k to about $21.1k a month. The retailer's offer reaches only about $15.8k.

Model 4 · 13-week cashWeek 6

The numbers. A product brand was profitable, yet cash would fall to $27.9k in week 6 and stay under its safety buffer for 4 weeks.

Options weighed: Borrow to cover the gap, cut ad spend, collect wholesale invoices sooner, or split the large stock order in two.
Best option: Collect wholesale invoices sooner and split the stock order, keep a small credit line for week 2, and trim ads only if needed.
Forecast if done right: Weeks under the buffer drop from 4 to 1. With the ad trim, the quarter ends at about $100k in cash instead of $76k.

I'm Clint. I connect your numbers to the decisions you make.

Experience

7+ years in international banking and finance: financial modeling and analysis, budgets and cash forecasts, margin and profitability reviews, and daily accounting and reconciliation. CEO Award 2024.

Method

Reconcile first, then model. I build around the few drivers that move your profit and end every report with what to do next.

Clients

Businesses that want clear numbers to decide with, whether or not they have a finance team: food, distribution, retail, e-commerce, services, and more.

Based

Manila, Philippines (UTC+8). I work with clients in any country and set call hours around your time zone.

Reconcile first. Build from there.

The tools follow the work.

I work from the systems your numbers already live in. If a source can export its data, I can connect it and automate the update, and every file comes with a walkthrough.

Where your numbers come from

QuickBooksXeroPOS systemsShopifyBank statementsInventory and ERPPayrollCSV and Excel exports

Where I build and analyze

ExcelGoogle SheetsLooker StudioFinancial modelingAutomationAI-assisted analysisBloombergRefinitiv

Common questions

My bookkeeper already does this.

Your bookkeeper records what happened. I use those numbers to look forward: budget, cash forecast, and which products to push or cut.

Do you work with clients in other countries and time zones?

Yes. I work with international teams every day, and I set call hours around your time zone. Every engagement starts with a Health Check you can judge first.

Is our data safe?

Read-only access, your NDA on request, files kept in a folder you own, and everything handed back and deleted at the end.

I turn complex business numbers into one clear view you can decide with.

Explore how we can work together.

Start where the money isn't adding up.

Numbers Health Check

Model or dashboard build

Finance Hub

FP&A on Retainer

One system from order to month-end close.

Four models you can try right here.

Owned vs franchise: who pays for the commissary

Margin and cost per product: what to price up

Scenario budget: what moves net income

13-week cash: find the tight week

Read the numbers, weigh the options, forecast the best one.

I'm Clint. I connect your numbers to the decisions you make.

The tools follow the work.

Common questions

Four steps, from first assessment to ongoing support.

Understand

Model

Reconcile and test

Analyze every month

Turn the numbers you already have into results you can measure.

Working from the same numbers.

Let's look at your numbers together.

Or find me here

What is happening in your numbers, and what would you like to improve?

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