The work
We build the plan.
Then we run it every week.
Finance, demand planning, buying, and the supply chain underneath all three. One team, one set of numbers, one answer when you need a decision.
What we own
Three functions. One team.
Finance
The money question
- FP&A and reporting
- Cash flow model, rebuilt weekly
- Accounting and bookkeeping
- Contribution margin by SKU, channel, and customer
- Landed cost
Planning and inventory
What to buy, when
- Demand planning and forecasting
- Open to buy
- Purchase order management
- Production WIP tracking
- Buy proposals routed through cash
Ops and supply chain
Making it move
- 3PL and vendor management
- Vendor transitions and product development
- Inbound logistics, tariffs, CBP
- ERP integrations and data plumbing
- Channel and market expansion
The recurring work
This is the part that repeats. The rest is whatever the week brings.
Standing client call. Inventory on hand, inventory inbound, unit sales week over week, what needs to be bought.
Sell-through updated inside the Plan & Buy.
Production WIP to the factory. Open POs, expected X-factory dates, unit counts, status pulled back.
Vendor status relayed back in the client call, so nothing sits in someone's inbox.
Close and reconcile. Sales and inventory actualized by channel. On-order units trued up.
Buy proposal. Built, cleared through Cash & Cover, then reviewed with you.
Plan & Buy maintained as the scenario tool. Paper POs staged inside it.
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 sizes 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, usually at the worst possible moment.
Cash
Can the business carry it?
The buy runs against a cash flow model rebuilt every week. Deposit timing, balance due, net terms, duty and freight, and what else is already committed against the same weeks.
Cover
Should the business own it?
The buy is sized against real sell-through, real lead times, the open to buy, and what's already on the water. Not a gut number and not last season's plan repeated.
What happens when a buy fails one
It rarely dies. It gets resized, resequenced, or moved a month. Sometimes it gets split so the first tranche lands before the cash gets tight and the second lands after a receivable clears.
The answer is almost never no. It’s usually not that much, not yet, or not all at once. That’s the part a spreadsheet can’t do for you, and it’s the reason the rule is a rule instead of a formula.
You get one answer. Not two opinions and a homework assignment.
The instrument
The Plan & Buy is the instrument. It isn’t the product.
A hundred tools will show you your numbers. Visibility was never the hard part. The hard part is deciding what to do next, and then owning it.
The Plan & Buy is where the demand forecast, the open to buy, the landed cost, the cash position, and the staged POs all sit in one place. It’s a Google Sheet. Every formula in it is yours to open.
And if you ever leave, you keep it. The sheet was never the moat.
What we don’t do
We’ll tell you on the call. Might as well tell you now.
We don’t run ads. We don’t make creative. We don’t run lifecycle or email.
We’re not an analytics shop and we’re not selling you a dashboard.
And we’re not the standard fractional arrangement, where someone runs the numbers, hands the team a deck, and says go do it. We do that analysis. Then we go do it.
If what you need is demand generation, we’ll say so and point you somewhere better.
How it works
We plan on staying.
Not a 90 day project with an exit ramp. There’s a standing weekly call, async support in between, and a monthly buy cycle. Over a few months we stop being a vendor next to your team and start being the function.