Stop Running the Business on Last Month’s Numbers.

Is Finance Slowing the Business?

Reporting Arrives Too Late

Month-end closes take too long, reports arrive after decisions are made, or leadership cannot rely on the numbers.

Financial Operations Are Unreliable

Reconciliations, controls, team oversight, or audit readiness need stronger hands-on financial leadership.

The Close Is Too Slow

Shorten the monthly close and deliver accurate financial statements leaders can use while decisions still matter.

Cash Needs Keep Creating Surprises

Build reliable cash forecasts, identify liquidity risks early, and plan growth, hiring, debt, and capital needs.

Margins Are Unclear

Find margin leakage, strengthen pricing and job-cost visibility, and identify the actions that improve profitability.

Growth Has Outpaced the Finance Team

Stabilize finance after an acquisition, align reporting, clean up systems, and build a stronger foundation for scale.

Who We Help Best

Best fit: privately held and PE-backed manufacturing, distribution, industrial services, construction, mechanical services, and property management businesses, generally $5M–$100M in revenue.

Why Helen Fotopoulou

Helen brings more than 30 years of hands-on finance leadership across manufacturing, privately held, and PE-backed businesses. She combines CFO-level insight with Controller-level execution—identifying what must change and working directly with the team to make it happen. Her experience includes reducing a monthly close from 35 days to 5, supporting more than $1M in profitability improvement, and integrating a $10M acquisition.

Start With a Complimentary Finance Health Check

Begin with a confidential 20-minute conversation to identify the most pressing finance issue and the right next step. When deeper analysis is needed, the standalone Finance Health Assessment starts at $2,500 and delivers a prioritized action plan. Implementation continues through the Finance Function Upgrade™ or interim and fractional finance leadership.