Archive for September 2026

Imagine this. A one-person equipment repair business has $42,000 in the bank. The owner has a medical procedure coming up and expects to be away from field work for four weeks. He looks at the balance and says, “I think the business can carry me.” His advisor does not answer yet. She asks which jobs

A typical situation looks like this. A repair company uses one business card for parts, fuel, software, and the occasional rush purchase. The card has a $120,000 limit and a $48,000 balance. The owner sees $72,000 of unused credit and wants to place a $24,000 parts order for work already on the sche

See how the November Advisor App Bootcamp turns September’s expectation, traceability, evidence-record, and worked-case lessons into live client-conversation practice.

A typical situation looks like this. A regional service company has eight field technicians. One senior technician handles the hardest calls, trains newer employees, and knows which customers need extra care. He tells the owner that retirement may be nine months away. No date is final. The owner wan

A typical situation looks like this. A specialty distributor has an accepted $160,000 order from a reliable customer. The order should produce a healthy margin and could lead to repeat work. It also requires the company to pay for inventory, freight, and overtime before the final customer payment ar

A typical situation looks like this. An importing company receives a $180,000 tariff refund. The money has cleared the bank, and the owner walks into the next meeting with a list: put a deposit on equipment, catch up on maintenance, pay bonuses, and return something to customers. “We finally have ro

A hypothetical service company can support a manager on the annual P&L, but the 13-week cash forecast argues for staging the hire. Follow the complete advisory decision.

A typical situation looks like this. A specialty supplier has more work scheduled than the current operation can comfortably handle. One customer has been feeding the pipeline for months and expects the pace to continue. The owner wants to add equipment, take more space, and lock in another crew. “I

A common conversation sounds like this. A small parts manufacturer planned to ship ten jobs last month. Only eight left the building. The owner sees a report that factory output fell and wants to cut prices by 8% before orders slow further. “If everybody is pulling back, shouldn’t we get more aggres

A typical situation looks like this. A residential builder has a permit for a fifth home and a crew that can start Monday. Four current jobs all look close to a draw or closing. “The permit is ready. Why would we leave the crew parked?” The advisor has a different view of the schedule: two inspectio