Hi {{first name|there}},

Your Accounting tell you what happened in your business so far.

But it’s Finance that determines what you should do next: : how to deploy capital, protect liquidity, and build enterprise value. Confusing the two is why many companies can show profit on paper while weakening cash flow, leverage capacity, and valuation.

But first, something you don’t want to miss.

What started as a 6-week intensive coaching program is evolving into a full CEO financial intelligence system.

We’re expanding the program with three distinct tiers designed to meet CEOs exactly where they are and take them where they need to go.

Whether you need to lock in the fundamentals, build enterprise-grade financial infrastructure, or operate at full institutional fluency for board rooms, lenders, and complex capital decisions—there’s now a path built for exactly for your needs.

Which one is yours?

☑️ LEARN You have financial statements. Maybe you have a controller. And yet you still don’t know how to effectively plan your business financial strategy for the next 5 years.

You want to learn how to make the most important business decisions and get access to a done-for-you, high performing, CEO financial operating system.

You want to finally stop guessing and waiting on your CFO to translate, so you can start leading them and making business decisions with confidence.

☑️ EXECUTE You're growing. But by the time the numbers reach you, they're already old. You're running the next 5 years on your last quarter's story.

You're here to keep your CEO financial operating system current, so you always know where you stand on your path to your strategic goals, in real time.

☑️ MASTER You're preparing for growth, for a raise, for an acquisition, or an exit. You need to walk into that room ready.

You're here to get the ready-to-go financial infrastructure that makes serious buyers, PE firns and lenders take you seriously.

Regardless of the tier you’re in, you’re going to get a combination of three essential elements to get you exactly where you need to go, quickly and efficiently:

If you're ready to stop running your business on accounting and start running it on real-time financial intelligence, pick your tier and let's get started.

→ Apply here

Now let’s talk about finance.

This might be the most important distinction in your entire business.

Accounting and finance are two different disciplines, two different functions, and two different ways of looking at your company. Running them as if they were the same thing creates a gap—and that gap is where capital gets misallocated, decisions get made blind, and growth becomes fragile.

The IFAC (International Federation of Accountants) framework calls what most companies run “Enterprise Financial Management”. It covers cost accounting, performance analysis, and planning support. An upgrade over basic bookkeeping—but with no cash flow system, no capital strategy, and no value creation architecture.

I’m disappointed to have to be the one to say it, but that’s not financial management. That’s just enterprise accounting.

If accounting was actually financial management, it would tell you how much debt you can carry before you're in trouble. How much cash you need to fund the next 12/24/36 months of growth. What the business is actually worth today and what has to change to get that valuation where you need it to be.

None of that is in the framework. And yet they called it financial management.

Same as dressing a sheep in a wolf’s clothing…you’re going to get eaten.

Strategic finance begins where that popularized framework ends.

Accounting exists to record what happened. It answers one question: what did the business do with its money?

Use it to track costs, ensure compliance, file taxes, and report to your board. It does that job well.

The mistake is expecting it to do more. Financial statements are compliance documents. They are not decision-making tools. The moment you use them to guide capital allocation, you're asking the wrong question of the wrong system.

Finance exists to determine what to do next. It answers a different question: where should capital go to maximize enterprise value?

Use it to evaluate acquisitions, prioritize growth initiatives, stress-test your plan, and prepare for exits or raises. It builds forward control — a live view of where the business is going, not where it's been.

The mistake is skipping it entirely and calling the result "gut feel." Capital allocated by instinct is capital at risk.

Accounting view:

Q4 closes with $2M net income. P&L looks strong. Controller closes the books on time. Board presentation goes smoothly.

Finance view:

$1.4M of Q4 revenue is sitting in receivables aged beyond 90 days. A $3M equipment purchase was funded from operations, not structured capital. Free cash flow is negative. The next quarter starts with a liquidity gap nobody saw coming. Levergae capacity is below requirements for the financing needed to close in 18 months. Next 36 - 48 months is at risk.

See the difference?

The CEO who only sees the accounting view walks into the next quarter blindly confident.

The CEO who sees the finance view walks in prepared.

Accounting exists to capture transactions accurately, close the books, meet compliance requirements, and report results. That work is essential, but it is inherently backward-looking.

Finance is different. Finance is the discipline of allocating capital to maximize enterprise value—deciding where money goes, what risks are acceptable, and what future performance must be true for a decision to be rational.

Many CEOs assume that a strong P&L equals a strong financial position. It doesn’t. Statements are a starting point; they are not a decision system.

Capital decisions require a predictive view that connects margin, working capital behavior, capex, debt service, and liquidity—because the “same quarter” can look profitable while quietly draining cash.

A variance report can explain why a number moved. It cannot tell you whether an initiative is worth funding, whether the company can sustain leverage through a downside scenario, or whether growth is creating value after capital costs.

Similarly, budgets are spending permissions, not value frameworks. High-performing companies don’t approve major initiatives because a department “has room” in budget. They approve them because the return clears a hurdle, the risks are visible, and the capital structure can carry the decision.

When ROI cases aren’t required, capital gets allocated by gut feel, urgency, and internal influence. That’s when companies scale without cash models, miss covenant risks, and make strategic decisions without quantified scenarios.

Strong CFO offices build discipline: they require IRR/NPV/ROIC cases for capital requests, link all three financial statements in one model, and pressure-test plans against downside conditions before capital is committed.

Boards, lenders, and investors don’t just underwrite results. They underwrite control. Control is demonstrated through fast closes, standardized data, automated transaction flows that free capacity for analysis, rolling multi-year capital plans, and scenario models that show how decisions behave when assumptions break.

When that system exists, leadership stops debating opinions and starts choosing trade-offs with quantified consequences.

When you confuse them, controllers build forecasts they weren’t equipped to create—and strategic decisions launch without cash flow modeling. When you use them correctly, clean books feed accurate models that inform capital allocation priorities.

The companies that allocate capital well, show up to lender conversations prepared, and build enterprise value consistently are not the ones with the cleanest books.

They’re the ones that know the difference between recording history and engineering the future.

If finance actually drives strategy in your business, you should be able to answer five questions without hesitation:

1. What does your capital structure look like 36 months from now under your current growth plan?
Not just revenue. Not just EBITDA.
Debt levels. Liquidity. Covenant headroom. Dilution.

Growth without a capital structure model is optimism, not strategy.

2. How much free cash flow does your business generate after funding growth?
Most leaders calculate operating cash flow.
Very few calculate cash flow after capex, working capital drag, and debt service.

That number determines whether you are self-funding or slowly increasing fragility.

3. What is your downside liquidity threshold?
If revenue drops 15% or collections slow by 20 days, how long before you breach internal liquidity targets?
If you don’t know, your bank likely has a clearer view of your risk than you do.

4. What is your true debt capacity under lender math — not internal optimism?
Banks don’t use your narrative.
They use covenant definitions, fixed charge coverage ratios, and stress assumptions.

If you haven’t modeled those explicitly, you’re negotiating from a position of guesswork.

5. What has to be true for your current valuation target to hold?
Revenue mix? Margin profile? Cash conversion?
If valuation assumptions aren’t reverse-engineered into operating targets, you’re not managing value — you’re hoping for it.

There’s no shortage of reporting in the world—dashboards that show what happened, P&Ls that confirm the obvious, variance reports that arrive after the decisions have already been made. Reporting is everywhere. And it still leaves most leadership teams reactive when it matters most.

What you need is to connect your actuals to your plan, keeping your capital constraints visible at all times, and tracking your progress toward your goals in real time…not at year-end, not after the board asks. Cash capacity, debt thresholds, covenant headroom, capital allocation trade-offs—all connected, live, and decision-ready.

It’s also incredibly helpful to produce real-time the board- and lender-ready presentations that make those conversations land. Not just internal intelligence—the output your key stakeholders actually need.

If you want real-time financial intelligence embedded inside your own company, Financiario is the infrastructure we designed for that.

It turns accounting data into a predictive finance system that supports CFOs and gives executive teams the forward visibility required for capital allocation, risk management, and valuation-focused decisions.

Executive dashboards, an integrated three-statement model, rolling forecasts, scenario planning, and board-ready outputs - all this and much more embedded into your company’s systems, connected to your source data for complete audit control and grounded in advanced financial insight, to elevate your finance function into executive real-time decisio support.

This is what gets banks to aprove million dollar increases over the span of a few days. And while you’re busy blaming the bank for being “rigid”, others get funded and silently take over your market share.

Learn more here.

• Can you tell me right now exactly how much debt your company can carry before your covenants come under pressure?

• Do you know exactly what happens to your liquidity if your top customer slows payment by thirty days?

• Could you walk into a bank conversation tomorrow and present a credible three-year capital plan with downside scenarios ?

If you hesitated on any of those, that’s not a reflection of your ability to run a business. It’s a reflection of the infrastructure behind it.

Financiario fixes that—whether you have a CFO or not. Built for $15M-$100MM+ businesses that need CFO-grade financial intelligence without the CFO price tag. Setup takes seven days. The value is immediate.

Your financial system should tell you where you’re going. Not just where you’ve been.

Ready to see if it’s right for your company?

→ Watch the 10-minute demo — see exactly how it works here.

→ Book a 1-on-1 live walkthrough with our team

See you next week.

Warm regards,
Oana