Outsourced CFO Services for eCommerce Companies — Financial Leadership Built for Online Retail

Unit economics and margin engineering — landed cost per SKU including freight, duty, payment fees and returns; contribution margin by product and channel; pricing that holds gross margin as acquisition costs rise.

• Cash flow and inventory planning — a rolling 13-week forecast that tracks actual inflows and outflows against your purchase-order calendar, reorder points from real supplier lead times, and a stock plan that funds peak season without trapping cash.
• Channel-level profitability — separate P&Ls for DTC, Amazon, wholesale and retail, with FBA, storage, referral and chargeback costs allocated where they belong.
• Forecasting and scenario planning — a driver-based model (traffic, conversion, AOV, repeat rate) that provides base, upside and downside cases you can defend to a lender.
• Accounting and bookkeeping oversight — an accrual close by business day ten, settlement reconciliation through A2X or equivalent, and inventory that ties to the balance sheet.
• International tax and structure — VAT and OSS filings, entity setup in new markets and intercompany pricing.
• Funding and exit readiness — inventory finance, revenue-based funding and credit lines compared on true annualised cost; normalised EBITDA and a data room buyers trust.

The work runs on a fixed rhythm, inside the advanced planning tools you already use — Shopify, Amazon Seller Central, QuickBooks or NetSuite, and Inventory Planner.

• Weekly: cash position and 13-week forecast, open purchase-order commitments, and a contribution-margin read by channel.
• Monthly: closed accounts, a KPI dashboard (contribution margin per order, CAC, AOV, repeat purchase rate, days inventory on hand and DPO) and commentary on what moved and why.
• Quarterly: reforecast, assortment and pricing review, supplier and 3PL renegotiation, and a tax position check across every market you sell into.
• On demand: a same-day answer when a processor holds funds, a container sits in customs or a marketplace rewrites its fees.
• Always: the governance founder-run brands skip — approval limits, cash reserve rules and margin floors that stop discounting becoming a habit.

Revenue climbs but the bank balance does not — growth is absorbed by stock and ad spend.

• You cannot name your five most profitable SKUs after freight, duty, returns and payment fees.
• Reorders run on instinct, and you swing between stockouts and 200 days of dead inventory.
• Books close later than three weeks after month end, or stock has not been reconciled in months.
• You are launching in a new country and nobody has answered the VAT, duty and entity questions.
• A lender or acquirer wants a model or quality-of-earnings pack you cannot produce.

Two or three are normal for a scaling brand. Five means finance is now the constraint on growth.

1. Discovery call. Forty-five minutes on your channels, margins, supplier terms and the decision you are stuck on. No cost.
2. Financial diagnostic. In two weeks we rebuild your unit economics from source data, reconcile inventory and map the cash conversion cycle, then hand you written findings — usually with recoverable margin sitting in fees, freight and stale stock.
3. Priority plan. Findings are ranked by cash impact and effort, with an owner and a date. We fix the leaks that pay for the engagement first.
4. Execution. We build the forecast, install the reporting pack, run the weekly cadence and join supplier negotiations, lender calls and board meetings.
5. Scale to fit. Add hours through a fundraise, a launch or peak season; dial them back afterwards.