20 minutes. Real numbers on recurring problems. You’ll see the hidden profit, then decide if a full assessment makes sense.

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 or harvested 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.

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.

20 minutes. Real numbers on recurring problems. You’ll see the hidden profit, then decide if a full assessment makes sense.

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?”

20 minutes. Real numbers on recurring problems. You’ll see the hidden profit, then decide if a full assessment makes sense.

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.

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 look at your numbers together to see where your profit is hiding.