Industry · Food and Beverage
Our top-line is up. Our gross margin is down.
Fractional CFO, Accounting, and Analytics for food and beverage brands. Real margin clarity, while you still have time to act on it.
01 / The work
How we think about food and beverage finance.
Blended margin hides the answer. Unit economics reveal it.
COGS complexity is where most brands lose control. We build the model that tracks it.
Retail velocity and DTC profitability don't move together. Planning treats them separately.
Working capital in food and beverage is a product decision. We make sure it shows up that way.
02 / What we hear
What you’re really wrestling with.
“Our top-line is up. Our gross margin is down. Are we growing or just bleeding slower?”
“We have three co-manufacturers and two 3PLs. I have no idea what my true landed cost is by SKU.”
“Whole Foods wants a 40% margin. Amazon takes 30%. I don't know which one is actually making us money.”
“We have a term sheet but our financials aren't investor-ready. How fast can we get there?”
03 / Where we sit
Where we sit in your finance function.
Unit economics
True landed cost and contribution margin by SKU and channel — after freight, broker fees, slotting, spoilage, and co-man costs. The number you price and promote against.
Channel profitability
Retail, DTC, foodservice, and distributor margins compared on the same basis. Which channels are building the brand and which are funding growth.
Working capital
Cash conversion cycle modeled against your growth plan. Inventory, receivables, and payables optimized so growth doesn't run ahead of cash.
Fundraise readiness
Financial models, data rooms, and management reporting built for investor scrutiny. We've seen what gets funded and what doesn't.
Let’s talk
Let’s see if we’re a fit.
Schedule time to meet our team. We want to hear about your business: where it is today, where you want to take it, and what’s slowing you down. If we see an opportunity to help, we’ll come back with a clear plan and a statement of work to match.
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