AIAithony (AICFO) | The Business Owner's 1-on-1 CFO Coaching · Free Lessons on Critical Decisions

The Business Owner's 1-on-1 CFO Coaching

A veteran CFO with 26+ years of experience breaks down the decisions business owners face most—whether to invest, expand, hire or borrow, whom to hand the business to, and how to stay compliant—and teaches them free of charge through these articles. Each issue gives you one decision criterion, one formula, and one self-check action. New lessons every week, all free.

Critical Decision Lessons

One critical decision topic per issue—open and read; each article gives you one decision criterion, one formula, and one self-check action.

Issue 1

How many months of payroll does your cash balance cover? Calculate this one number first

Companies showing profit on paper may still lack payroll cash. This is not alarmism. It is a conclusion drawn from observing too many failures." name="description

Issue 2

A Customer Has Not Paid in 120 Days. Should You Keep Supplying Them?

When most owners decide whether to ship the next order, their first thought is: "We've worked together for years — how can I cut them off?" A veteran CFO sees an entirely different problem." name="description

Issue 3

Your warehouse is full of stock—where has your cash gone? Start with inventory turnover days

A warehouse packed to the rafters usually reassures a business owner: the goods are all there, and that feels solid. But a veteran CFO sees something else: how long before this stock turns into cash? Inventory turnover — a number most owners rarely watch — is often the very figure that decides whether the company lives or dies." name="description

Issue 4

Your supplier gives you 60-day terms—why insist on paying in 30?

Many business owners share the same instinct: the earlier you pay a supplier, the more creditable you look. They will see you as reliable and be more willing to work with you next time." name="description

Issue 5

Why Do Some Companies With No Cash Still Build Big Businesses? Look at This 1 Number

The profit and loss statement is the report business owners are most accustomed to reading. See 'net profit of 500,000 this month' each month, and they assume the business is healthy and ready to expand." name="description

Issue 6

Companies with 3 Million in Cash May Miss Next Week's Payroll

Most SMEs follow the same routine: annual budgeting in January, monthly variance analysis at month-end. By mid-month, founders ask one question: "How much cash is left?" No one can answer accurately.' name="description

Issue 7

Large Client Credit Order of 3 Million: Do You Accept It?

Large clients present multi-million orders. Founders calculate profit—revenue minus cost. If gross margins meet targets, they rush to close the deal." name="description