Fractional CFO Services for Manufacturing Companies

The call is free.

If we work together, most owners start with a Manufacturing Finance Assessment: from $1,500, delivered in 5 days. You get where your cash and profit are actually stuck, and a 30-day action plan you can execute yourself or with me.

Ongoing work typically runs $4,000 to $8,000 a month. Where you land in that range depends on the scope of the problem and how much of the execution I drive versus your team.

For comparison, a full-time CFO costs $250,000 or more a year all-in.

The exact number goes in the written proposal, agreed before anything starts, so you know exactly what you are paying for.

Almost nobody I work with is. A full-time CFO costs $250,000 or more a year all-in. At $2M to $10M that is not a budget problem, it is the wrong purchase.

The owner in the results above had just bought a $3M business and could not pay himself. The problem was not size. He got 7% more cash within four months, without cutting a single job.

A $3M shop loses money the same way a $30M one does. Size only decides how many days a month you need me.

In 30 minutes you will know where your cash is most likely stuck, and what it would take to get at it.

You talk, I ask.

A rough sense of your monthly numbers is enough, and what you share stays between us.

We run your problem through the specific ways manufacturing businesses lose cash and profit. The same fifteen come up every time; two or three of them will be yours.

The point is focus: act on your two or three, not on a generic list of fifteen.

You leave with the directions worth acting on. Some of them owners start the same week, on their own.

The $3M machine shop that freed $110K and the $4M plant that ended fourteen months of losses both started right here, on this call.

On the call you get me, Rafael Safiullin: 15+ years running finance inside manufacturing companies, plants from $2M to $60M in revenue.

I have launched new plants to profitability and brought loss-making sites back into the black.

If the call is where it ends, you still leave with your list.

That is the most common starting point, not a disqualifier.

Bank activity tells most of the story, so the assessment does not wait for clean books. If the books need rebuilding, it goes into the 30-day plan: your bookkeeper does the work, I tell them what matters.

It is a reason to talk, not a reason to wait.

Good. Keep them. This is not their job.

The machine shop in the results above showed a profit on paper and still made payroll at the last minute, every month. Three months later it had $110K more cash.

Your accountant tells you what already happened. I work on what happens next: cash, margins, and the decisions ahead.

In 30 minutes you will know what your monthly numbers do not show, and what I would look at first.

Any good CFO can read your numbers.

A generalist reads them correctly and meets them for the first time.

I have run finance inside manufacturing companies for 15+ years, plants from $2M to $60M in revenue. These are the numbers I work with every day.

A few of the problems that come up again and again:

• Profit went up because you built more than you sold.
• One hourly rate for the whole plant.
• Quote prices that are not in line with the full product cost.
• And a dozen others.

The $4M plant in the results above is how this plays out. Everyone saw the losses. Nobody could point to the line where the money left. Line by line, it was there.

In 30 minutes you could know whether one of these is you, and where I would look first.

Yes. Calls and reporting fit around your schedule.

Write me at rafael.s@safeo-advisory.com. I reply within one business day.