Integrated back of house for consumer brands
You don’t need another plan.
You need the outcome.
We run the finance and operations function for $5M to $50M consumer brands. Not a deck and a handoff. We build the plan, then we run it every week.
If you’ve said any of these out loud
You already know something’s off.
None of those are marketing problems. They’re capital allocation problems disguised as marketing questions.
What actually happens
Every function has its own numbers. Nobody owns the seams.
Growth specializes a business. Marketing gets sharper at marketing, ops gets sharper at ops, and each one builds the numbers it needs to do its job well. That’s what scaling looks like. What it doesn’t produce is anyone whose job is the space between them.
Marketing
Runs on spend, CAC, and the promo calendar. Doesn’t carry landed cost or what’s on the water, and shouldn’t have to.
Product and ops
Runs on lead times, MOQs, and what the factory can hold. Working from a demand number that got set somewhere else.
Finance
Built to close the month and file it correctly. Not built to price next month’s buy.
So the connecting work lands on the CEO, on top of running the company. Your marketing director is carrying a version of it too, and the two versions don’t reconcile.
That gap is where the record month with no cash comes from.
We take that work. One team across all three functions, one set of numbers, and a traceable line from cash out to cash in. The media plan gets checked against the inventory it commits you to buy. Margin is known before the PO goes out instead of after the freight invoice lands.
You stop holding it together yourself.
And everything ops in nature
3PL migrations. Seller Central. Tariff refunds. CBP holds and inbound issues. Vendor transitions and product development. ERP integrations. Landed cost. Channel expansion.
If it’s operational and it touches inventory or cash, it routes to us.
The rule underneath all of it
Cash & Cover. Nothing gets past it.
Most inventory decisions get made in one room. Either someone looks at demand and decides what to order, or someone looks at the bank balance and decides what’s affordable. Whichever room it happened in, the other one finds out later.
Cash
Can the business carry it?
Run against a cash flow model that gets rebuilt every week. Not every quarter, and not from last year's assumptions.
Cover
Should the business own it?
Sized against real sell-through, real lead times, and the open to buy. Not a gut number and not last season's plan.
Every buy that reaches you has already cleared both. And a buy that fails one of them rarely dies. It gets resized, resequenced, or moved a month. The answer is almost never no. It’s usually not that much, not yet, or not all at once.
You get one answer. Not two opinions and a homework assignment.
Before you book
We’re not for everyone. Here’s the line.
This works if you
- Do $5M to $50M in revenue. Sweet spot is $5M to $25M.
- Sell physical goods and carry inventory.
- Are DTC first, or DTC plus Amazon or wholesale.
- Are founder led and still personally in the decisions.
- Feel pressure on cash, margin, or what to buy next.
This isn’t for you if you
- Are pre-revenue, or meaningfully under $3M.
- Don't hold inventory. Dropship, print on demand, or pure digital.
- Want ads, creative, or lifecycle run. We don't do that.
- Want a deliverable instead of a result.
- Won't look closely at your own numbers.
Next step
Thirty minutes to find out what your business looks like on the other side.
No pitch deck. No sales process. An honest read on where the business is and what it would take to get it where it should be. Fit or no fit, you leave with something useful.
Founded by Sean Christman and Greg Faustini · About Proper Growth →