Brad C.

I'm a fractional CFO and COO with more than 20 years of finance and operations leadership. I've been CFO within a large Miami hospital system and of a 46-location primary care network, COO of a 120-location national franchise organization, and I owned and ran a four-location, $2M franchise business of my own. Owners usually reach out to me when something about the numbers isn't adding up. The P&L shows profit but cash is tight, the books are behind or hard to trust, margins are slipping without a clear reason, or the business is growing faster than its reporting can keep up. Some of my clients run a single business, and others manage several locations or entities. In either case, I help them get a clear picture of where the business stands and what to do next. Since my background covers both the CFO and COO side, I look at the numbers alongside how the business runs day to day, like staffing, vendor costs, pricing, and how the work actually gets done. Many financial problems start in operations, so that's often where the fixes are too. Some of the work I've done: - Built job-level costing and a 13-week cash forecast for an LED lighting manufacturer - Identified about $500K in annual staffing savings as CFO of a 46-location primary care network - Delivered more than $1M in annual expense savings as COO of a 120-location franchise organization - Reduced A/R by 35% for a private-pay home health provider I usually help with cash flow forecasting, budgeting and FP&A, profitability by location, service line, or customer, QuickBooks structure and month-end close, financial controls, KPI dashboards, and lender or investor reporting. For businesses with more than one location or entity, that also includes consolidations and location-level P&Ls. Industries I've worked in include healthcare, wellness and medspas, manufacturing, franchise and multi-location services, retail, and agencies. Beyond the reporting, I help owners work through the decisions that come out of it, like pricing, hiring, whether to open or close a location, and how to fund growth. I explain the financials in plain terms so owners and their teams can follow them and act on them. If you're not ready for ongoing support, many clients start with a fixed-price financial diagnostic. It covers where the business stands, what needs fixing, and what I'd recommend from there, and you'll find the details in my Project Catalog. If you're looking for help with the numbers and with the strategy behind them, drawing on both the finance and operations side, feel free to send me a message and we can talk through where things stand.