Business & Financial Performance Advisory
Most established businesses do not have a revenue problem. They have a visibility problem — and it shows up in the bank account long before it shows up in the P&L.
15 questions · About 5 minutes · No financial statements required
The problem, in one month
What the P&L reports
$47,200
Net profit for the month. On paper, a good month.
What's actually in the account
$8,340
After the loan payment, inventory, and invoices nobody has collected yet.
Where the difference went
Illustrative figures, shown to make the pattern concrete.
What this usually looks like
This is common in established businesses that grew faster than their reporting. The operation is real, the revenue is real, and the financial habits were built for a smaller, simpler version of the company.
How the work is organised
Three of them explain where the money goes. Two explain why nobody caught it in time.
Here, “financial performance” means how the operating business produces, uses, sees, and acts on cash, margin, working capital, spending, and financial information. It does not include personal investment or securities advice.
Three places the money goes
Is cash moving through the business at the right time?
Billing, receivables, payment terms, and the gap between funding the work and being paid for it.
Is the business keeping enough from the work it performs?
Gross and contribution margin, profitability by job, customer, service or product, and scope that goes unbilled.
Are costs and capacity producing enough return?
Overhead, recurring-cost creep, labour and equipment capacity, and planned investment versus unmanaged drift.
Two reasons it wasn't caught
Are the numbers available soon enough to change the outcome?
Reporting lag, reconciliation across systems, and whether the information supports a decision or only records history.
Are identified financial issues actually being acted on and closed?
Review cadence, named owners, due dates, and following through on the decisions that keep getting postponed.
The free diagnostic scores your business across all five in about five minutes, and shows which one to start with.
Take the Free DiagnosticWhat the engagement covers
This is not bookkeeping and not tax preparation. Those roles record and report what already happened. This is about what the numbers mean and what you do next.
A forward-looking view of what is coming in, what is going out, and where pressure builds — before it becomes urgent.
Profitability by job, customer, route, location, or product line. Which work funds the business and which work quietly strains it.
Receivables, payables, inventory, and billing timing — the levers that decide whether growth funds itself or drains you.
Recurring costs, vendor increases, capacity, and separating deliberate investment from expenses that simply drifted upward.
What happens to cash and margin if you raise prices, add a crew, take on the larger customer, or finance the equipment.
A standing conversation about pricing, hiring, spending, and borrowing — with the issues from last month tracked to closure.
Who this fits
If it has revenue, payroll, and financial decisions that keep getting harder, the questions are the same.
Established, owner-led businesses, generally between about $1M and $10M in revenue. The industry matters less than the stage: the operation is real, the money is real, and the financial routines have not caught up with the size of the decisions.
Owners in their first years after acquiring a business are a common subset of this work — the information is usually at its worst exactly when the decisions are largest — but the practice is not limited to them.
Probably not a fit if
You need bookkeeping or tax preparation. Clean books are the prerequisite for this work, not the deliverable — if that is not in place yet, that is the first conversation.
You are pre-revenue, or still searching for a business to buy. If you are evaluating a deal, the Deal Financial Review is the right starting point.
You want someone to run the finance function day to day. This is advisory. You still run the business.
The point of the work
Not what the P&L says you earned. Where the money physically moves, and how long it sits before it comes back.
Almost every business has revenue that loses money, and most do not have the reporting to tell them which.
A forward view of receivables and obligations, so decisions are not made from the current bank balance alone.
The financial issues that repeat are usually the ones that never got an owner, a date, and a follow-up.
Free workbook · For owners in their first year
A guided, fillable worksheet for owners who have recently acquired or taken over a business. It turns the financial questions nobody handed over into numbers, warnings, and a short list of what to do next.
If you have been running the business for longer, the free diagnostic is the better starting point.
Download the workbook (PDF)
How engagements work
Fifteen questions, about five minutes, and a score across the five areas with a first priority to examine.
Bring the result or one financial question you cannot answer from your current reports. No charge, no obligation.
Where a deeper analysis is useful, a focused review of the areas creating the most pressure.
If it is genuinely useful to both sides, a standing relationship around cash, margin, spending, visibility, and follow-through.
Engagements are scoped after the 20-minute conversation, based on the business, the financial questions involved, and the depth of analysis required. Most ongoing relationships begin with a focused Financial Performance Review, so both sides know what deserves attention before committing to anything longer.
Evaluating an acquisition, or preparing to sell? There is a separate review for each.
Deal Financial Review Sale Readiness ReviewCommon questions
No. A bookkeeper records what happened. A CPA files your taxes and often prepares statements built to minimise taxable income, which is a different goal from showing you how the business is performing. Both roles are necessary, and neither is set up to tell you which customers are unprofitable, when cash will be tight in six weeks, or whether the price still works.
This sits on top of good bookkeeping, not instead of it. Praxis Profit does not provide bookkeeping, tax preparation, audit, or certified valuation services.
Usually your recent financial statements, an accounts receivable and accounts payable ageing, and read access to whatever system produces your job, sales, or operational numbers. If something is missing or unreliable, that is itself a finding worth knowing about.
You bring your diagnostic result, or one financial question you cannot answer clearly from your current reports. We identify the issue that deserves attention first, clarify what information would help answer it, and decide whether a deeper review or ongoing advisory would actually be useful.
If Praxis Profit is not the right fit, I will tell you. Twenty minutes, confidential, no charge, no follow-up sequence.
Typically one working session a month plus access in between when something comes up. Most of the work happens on my side. Each session reviews cash, margin, receivables and costs, and every open financial issue carries a named owner and a date so it gets closed rather than repeated.
Yes. Praxis Profit is based in Las Vegas and works with owners across the country. The work is done remotely, with on-site time only where it genuinely adds something.
Engagements are scoped after the 20-minute conversation, based on the business, the financial questions involved, and the depth of analysis required. Most ongoing relationships begin with a focused Financial Performance Review so both sides know what deserves attention before committing to anything longer. You will have the number before any work starts.
Debt used deliberately — financing equipment that increases capacity, funding an acquisition that holds up under analysis — is a legitimate tool, and Praxis Profit is not against it.
What is worth avoiding is borrowing to relieve cash pressure nobody has diagnosed. If the underlying cause is slow collections, thin margin, or cost drift, a loan does not fix any of it; it buys time while the same problem continues, now with debt service on top. Get the clarity first, then decide.
Next step
Either one is usually enough to tell whether this is worth continuing. Twenty minutes, confidential, no charge.
