Capabilities
The full range, and the order it usually gets used in.
The front door is pricing, product margin, cost intelligence, and commercial-finance infrastructure for manufacturers. Most engagements start there and end up in cost architecture, because that is where the constraint actually sits. Everything below that is what makes the fix durable, and what an owner or sponsor tends to ask for next.
01 — the wedge
Pricing & commercial finance
Making price defensible in the room where it is negotiated.
- SKU-level, EBITDA-based volume-break pricing models
- Defensible gross margin floors across commitment tiers
- Repricing existing accounts mid-contract
- Quote and bid architecture for low-volume, high-mix work
- Deal-level P&L surfaced before the number goes out
- Burdening financing terms, freight, and tariff exposure into price
- Customer- and account-level P&L construction
- Trade spend and program economics
- Customer tiering and margin bridge reporting
- Price-realization tracking against the framework
- Scenario architecture with version control
- Commercial team enablement and training
02 — the discipline
Cost architecture & product costing
The layer underneath everything else, and usually the real constraint.
- Work center rate models built from the ground up
- Bifurcating costing from pricing
- Direct labor costing joined across HR, ERP, and shop-floor systems
- Overhead pool construction, fixed and variable split by driver
- Standard costing, cost roll, and revaluation procedures
- BOM analysis, integrity work, and variance investigation
- Multi-method costing frameworks
- Cost-intelligence repositories with governed schemas
- Purchase price variance analysis and root-cause attribution
- Fully burdened component cost reconstruction
- Kitting and third-party assembly labor into the BOM
- Unit economics at product, account, and site level
03 — sponsor-side
Diagnosis & stress testing
Early-cycle operational and financial risk, typically 30–60 days.
- Reserve adequacy: inventory, warranty, AR, accrued liabilities
- Excess and obsolete methodology rebuilt from transaction evidence
- Purchase accounting and opening balance sheet review
- Measurement-period adjustments
- Close cadence, chart of accounts, cost allocation logic
- Material weaknesses and segregation of duties
- Fixed versus variable clarity and overhead absorption
- Operational risk mapping across production and procurement
- Prioritized gap analysis and action register
04 — transaction
Quality of earnings & deal support
Working alongside audit firms and principals.
- QofE analysis with third-party audit firms and PE principals
- EBITDA normalization and bridge construction
- Working capital assessment
- Reserve positions with deal-level consequence
- Earnout trigger and escrow release mechanics
- Diligence readiness and lender-facing documentation
- Integration readiness and accounting policy alignment
05 — durability
Governance, policy & controls
Turning findings into operating agreements that outlast the engagement.
- Close and reporting policies: timelines, ownership, escalation
- Reserve methodology and board-defensible positions
- Cost accounting governance and variance thresholds
- Procurement and vendor management controls
- Inventory cycle count and reconciliation procedures
- Delegation of authority aligned to ownership structure
- Internal controls for audit and exit diligence readiness
- SOX compliance across multi-subsidiary structures
06 — systems
Systems transformation
The ERP is usually the constraint, and rarely configured for commercial decisions.
- ERP fit-gap analysis across ERP, MRP, BI, 3PL, and CM platforms
- Requirements definition on a two-to-three-year operating horizon
- Vendor RFQ, scored fit demonstrations, roadmap, investment estimates
- Inventory module implementation and bin architecture design
- Chart of accounts redesign and cost center architecture
- Standard costing and overhead allocation configuration
- Item master construction and SKU categorization
- Financial reporting automation and close acceleration
- KPI dashboards and operational reporting
- SQL against ERP transaction tables where native reporting cannot answer
07 — operating model
Operations process transformation
Systems changes without process changes fail.
- Process mapping across production, procurement, and fulfillment
- Procure-to-pay architecture with explicit ownership
- Source-document receiving and inventory accuracy
- Cycle counting across third-party logistics providers
- Lean methodology: value stream mapping, flow improvement
- Standard work development and documentation
- Management operating system: cadence, metrics, accountability
- Co-leading workshops with functional leaders
- Coaching leaders to present their own processes
- Third-party logistics renegotiation from a costed position
08 — the board view
FP&A, reporting & board support
Getting the number into a form leadership can defend under questioning.
- Budgeting, forecasting, and multi-site financial modeling
- Revenue, variance, and balance sheet analysis, board-ready
- Preparing leadership for board, audit, M&A, and tax discussions
- Anticipated lines of inquiry and positioning
- Sponsor and lender reporting on margin performance
- Power BI and SQL reporting against ERP data
- Commissions, licensing, and slotting reporting
- SEC reporting support
Systems
Environments worked in directly
ERP: Sage X3 · NetSuite · Infor SyteLine · Sage Intacct · JD Edwards · SAP NetWeaver · Epicor · Microsoft D365 · BrightPearl · COINS
Shop floor: ShopVue · BI and data: Power BI · SQL · AWS Redshift · pgAdmin · RStudio
Finance operations: Coupa · Concur · Bill.com · Tipalti · FloQast · Workiva · Avalara · Origami Risk
Directly, meaning queried, configured, or built against in a live environment.
Sectors
Metal fabrication and industrial products · Contract manufacturing and CDMO · Consumer packaged goods and national retail · Biotech and life sciences instrumentation · Distribution and third-party logistics · Construction and infrastructure · Insurance · Marketplace platforms
Engagement contexts
Private equity portfolio companies · Multi-site and multi-country operations · Post-close integration and measurement-period work · Covenant and lender scrutiny · Audit and diligence readiness · Turnaround and margin compression · High-growth scaling into national accounts
Most of this starts with the same conversation.
Thirty minutes on your cost data establishes which of the above is actually relevant, and in what order. The three-rung structure is how engagements are scoped from there.