Mid-Market Manufacturers
Profitable on Paper. Cash Poor in Reality.
There's a Reason.
Cash feels tight. You can't understand why.
Profits go up, cash doesn't follow.
Expenses are cut but profits don't improve.
Why This Happens
The graphic above shows how common manufacturing issues feed each other. Select any combination below to see the specific patterns that connect them — and why standard reports miss them.
What Happens When These Issues Show Up Together?
Select any combination to see the patterns that connect them.
Downtime
Quality Issues
Inventory
Deliveries
This is just a sample.
In your actual operation, these patterns interact with dozens of other variables your reports weren't designed to track.
You don't need to find more profit. You've already earned it — it may just not be visible in the reports you're using to make decisions.
Let's Meet for 20 MinutesCase Studies
Case Study #1: They Wrote Off $250K. We Found $300K.
The furniture retailer’s inventory report showed $250K in “defective” merchandise.
The reality: only about 20% was truly defective. The rest was either fine, missing a part, or needed a small repair.
The problem: the system had just one code for damaged items—“D” for defective. On the report, a ruined couch looked exactly the same as one that just needed a leg.
The solution: three new codes—G for good, P for parts, R for repair.
Good items went straight back into inventory for resale.
Parts and repair items were fixed and went back into inventory to sell.
Now the owner had a report with real visibility: value of inventory and actual status.
That’s how $250,000 of “defective” inventory became $300,000 in profitable sales.
Case Study #2: The Customers Who Already Paid
The industrial fastener manufacturer’s receivables aging showed $300K more than 90 days past due. The CFO was certain customers hadn’t paid.
But they had. Cash was sitting in a suspense account, unmatched to invoices.
The CFO was only looking at the AR aging. That report only gives partial visibility.
We pulled three numbers for the same date:
The total on the AR aging.
The AR balance in the trial balance
The AR line on the balance sheet
Those didn’t tie. That was the clue this wasn’t a collections problem at all.
Once we followed the trail, hundreds of thousands were recovered from accounts that were never actually past due.
Symptoms Are Clues, Not Distractions
Overtime. Expedites. Rework. Inventory orders that “had to happen this week.”
These are not random problems. They’re clues to connected patterns hiding your profit.
You only see one or two at a time, so you treat them as isolated. They’re not.
So don’t ask: “What’s the real problem behind this symptom?”
Instead, ask: “What pattern of events keeps creating this symptom?”
Where We Focus
| Revenue Accelerator | Cost Reduction Specialist | ERP Implementer | Kaufmann Consulting | |
|---|---|---|---|---|
| What they focus on | Grow sales | Cut waste | Upgrade systems | Make hidden profit visible |
| Where they look | Pipeline, pricing, channels | Shop floor, spend, headcount | Software, data, workflows | The gap between operations and reports |
| What they assume | You need more revenue | You're spending too much | Your systems are the problem | Your systems aren't showing you the truth |
| What they measure | Revenue growth | Cost reduction | Go-live success | Profit you can see and collect |
| Typical engagement | 6–12 months | 3–6 months | 12–24 months | Incremental. 60-day sprints. You control the pace. |
What's Next?
This isn’t about getting more profit through increased sales or reduced expenses. You’ve already earned the profit. You just can’t see it.
Pick a symptom. We identify what else it’s triggering. You see the hidden profit buried in that pattern — and what it would take in new sales to recover the same money.
Increase visibility, not sales.
Why I See What Others Miss
I’m a finance guy who likes living in the ops world.
I’ve sat inside companies as controller and operations manager — close to the floor, close to the numbers. And I’ve sat outside as a banker and consultant — seeing what the reports don’t say.
That dual view is how I find patterns others miss.
If your current data told the whole story, you’d already know where your money went.
Let’s discuss working together to see where your profit is hiding.
What Clients Say About Working With Me
Fully understanding your situation is the first step.
Here’s how past clients described their experience.
“ We strongly enjoyed the one-on-one attention that Bruce provided us and his insistence that we are completely satisfied with the final product. Bruce took the time to make sure he understood precisely what our needs were. I strongly recommend that Bruce be your first choice for your financial modeling needs.“
“I provided Bruce with a brief and he responded so quickly, outlining the job to make sure we both agreed with the scope before proceeding and quoting. So appreciate Bruce’s videos explaining everything and developing the spreadsheet. Will work with Bruce again. Highly recommend“
“Bruce was quick in putting together a proposal, was very detailed, and took the time to clearly understand the project up front before being engaged. Once engaged, was very quick in carrying out the project. Had conversation near the end to ensure the right things were being done, then wrapped it up quickly.“