Hi there,

If you’re only upgrading your financial skills when there’s a crisis, a board meeting, or a capital raise on the horizon—you’re treating financial intelligence as an emergency tool, not a leadership asset.

The result is reactive decisions, cash flow surprises, and missed opportunities you only see in hindsight.

Next week, I want to change that—by giving you five focused days to level up how you think, decide, and lead with numbers.

Here’s what we’re covering this week:

– How to install a true CEO operating system for strategy, governance, and risk
– How to use financial analysis to drive decisions, not just report history
– How to think in models, cash flow systems, and valuation—not isolated metrics

5 Days of Financial Intelligence: How It Works

Next week, from Monday to Friday, in celebration of Thaksgiving and leading up to Black Friday, I’m opening a five-day experiment I’ve never made public before.

Each morning, I’ll unlock one financial intelligence training or resource. Each one will be available for that day only—from New Zealand morning until midnight Pacific—with a price point designed to remove any barrier to investing in your own financial competence.

There will be no extensions or “last chance” reminders. Once a day closes, that offer disappears.

If you’ve been waiting for the “right moment” to invest in your financial intelligence, this is it. You’ll get targeted, executive-level assets you can put to work immediately—without a long program or heavy time commitment.

Day 1: The CEO Operating System Checklist

Most CEOs operate from experience, intuition, and calendar-driven priorities. Very few run their role from a defined operating system.

On Monday, we’ll focus on the CEO Operating System Checklist: a structured view of every core responsibility—from strategy and capital allocation to governance, risk management, and performance oversight.

The point is simple: you can’t lead what you haven’t defined. High-performing CEOs know exactly which decisions are theirs, which are delegated, and which require tight coordination with the CFO and board. That clarity reduces noise, improves execution, and ensures finance is embedded in every strategic conversation—not bolted on at the end.

Day 2: Using Financial Analysis To Drive Decisions, Not Just Reports

Most organizations still treat financial analysis as a reporting function. Numbers are prepared, distributed, and archived—then little changes.

On Tuesday, we’ll shift that mindset. You’ll see how to use financial analysis to answer specific executive questions:

– What initiatives deserve more capital—and which should be cut?
– How much risk can the company absorb without compromising liquidity?
– Which products, segments, or regions truly create value?

Top-performing teams treat analysis as a decision engine. They define the decision first, then engineer the analysis to support it. That is how you move from “informational” finance to finance as a driver of capital allocation and strategic trade-offs.

Day 3: The 16-in-1 Financial Modeling System

Too many companies rely on fragmented spreadsheets that no one fully trusts. Assumptions live in multiple files, scenarios are hard to compare, and leadership spends more time debating formulas than decisions.

On Wednesday, I’ll open my most comprehensive 16-in-1 financial modeling system. It’s built to unify what usually lives in separate models: revenue, margin, OpEx, capex, cash flow, valuation, scenarios, and more.

Why does this matter for you as a CEO or senior executive?

Because when the business is modeled as one integrated system, you can immediately see the downstream impact of any strategic move—on liquidity, leverage, covenants, and valuation.

You stop asking for “an updated spreadsheet” and start asking, “What does this decision do to our next three years of cash and value creation?”

Day 4: Engineering Cash Flow Instead of Reacting to It

Many companies still “find out” what happened to cash at month-end. By then, it’s too late to correct.

On Thursday, we’ll focus on engineering cash flow on purpose. That means:
– Treating cash as a design problem, not a reporting line item
– Connecting pricing, payment terms, inventory, and headcount to a cash roadmap
– Using rolling cash views to make proactive adjustments before stress appears

High-performing businesses don’t just survive cash cycles—they shape them. They know when cash will be tight months in advance, what levers to pull, and how to protect growth investments even when conditions change.

That level of foresight is a core leadership advantage.

Day 5: The Strategic Payoff (Revealed Friday)

Friday’s release is intentionally under wraps for now—but it’s the most consequential piece of the week.

What I can tell you is this: it’s designed to tie everything together—operating system, analysis, modeling, and cash—into one strategic shift in how you lead with finance.

If you want to move from “understanding the numbers” to actively shaping your company’s future through them, you’ll want to watch for Friday’s email and act the same day. Like the others, this resource will only be available until midnight Pacific.

Will there be a Cyber Monday deal?

You’ll have to stay tuned and find out.

Remember

Financial intelligence is not about becoming “better with numbers.” It’s about accelerating the speed and accuracy of your decisions.

As markets tighten, capital becomes more selective, and execution risks rise, the companies that outperform are the ones whose leaders can interpret financial signals early, challenge assumptions confidently, and understand the capital implications of every strategic move.

And when executives raise their financial intelligence, they reduce delays, protect liquidity, allocate capital with intent, and create value instead of reacting to the next reporting cycle results.

How I can help you further

If you want this done for your business at an institutional level—real-time dashboards, engineered forecasts, capital planning tools, and investor-ready reporting—Financiario was built for you.

It gives you:
– Integrated, three-statement infrastructure you can rely on
– Executive dashboards that connect KPIs to cash, risk, and valuation
– A system designed to support CFOs and empower CEOs and boards

Instead of relying on static spreadsheets and ad hoc reports, you operate from a unified financial system that improves every strategic conversation.

Financiario replaces surface-level metrics with an institutional foundation that shows how decisions cascade through the business, what they mean for capital, liquidity, and enterprise value - and what to do next.

Watch a 10 minute DEMO to learn how your company could be transformed in just 7 days and use real-time intelligence and guidance for accelerated value creation.

The CEO Financial Intelligence Program complements the Financiario infrastructure by developing the financial capability inside your leadership team.

It develops financial capability inside your leadership team. It equips you to interpret numbers accurately, challenge assumptions, pressure-test scenarios, understand capital implications, and turn financial signals into strategic decisions.

You can implement either one independently. But when used together, they close the financial intelligence gaps that quietly cost companies millions through delays, misallocated resources, trapped cash, and valuation loss.

Featured in Forbes

In case you missed it, Forbes published a feature highlighting my work and the role played by financial intelligence along with intelligent financial platforms to help executives understand and anticipate the financial impact of their decisions.

The article reinforces a point I see every day: leaders don’t just need access to numbers—they need the ability to interpret them. As markets tighten and capital becomes more selective, financial literacy is becoming a defining leadership advantage.

The piece was a meaningful moment for both me and our company Financiario, and it reflects the critical importance of financial intelligence at the executive level.