A few years ago, I told a client to stop paying his credit card for three months. Sounds crazy, right? But he had strong unit economics, was profitable, just needed time for the cash to catch up. So we mapped out what could move and what couldn't: Payroll? Can't skip that. Ad

If the floors of your home are covered in clutter, buying a Roomba won't solve your problem. That's how I think about automation with cash flow forecasting. You can't automate chaos. You need baseline organization first—transactions flowing through accounting at least weekly,

Most 7-figure DTC brands I work with can tell you their Q4 projections. But ask them what actually happened in Q1? Silence. Two years ago they said they'd launch in Europe. Last year they said they'd double their SKU count. This quarter they're targeting 25% EBITDA. But no one

I've got $110,000 sitting in my checking account earning zero percent. Meanwhile, $600 in my treasury account is earning 3.42%. I've been walking clients through treasury management all year. But I'm not eating my own dog food. So this week I wrote a newsletter mainly as a

Contribution margin is probably the most important metric in Ecom. It's also the most misunderstood. I like to say contribution margin is the cash left over after all variable expenses. Product costs. Pick pack ship. Ads. Merchant fees. Some people include other things. Some

A client was celebrating 5x ROAS. Then we calculated what reverse logistics was actually costing them. 12% of revenue. Just processing returns. Loop subscription, shipping labels, fulfillment labor, and scrapping damaged product suddenly that 5x looked different. Most

Last week a founder wanted to build a custom dashboard. Think pulling data from multiple 3rd parties, real-time updates, the whole thing. I asked: "Before we get into that, can you explain what's in each line item on your P&L right now?" Long pause. This was not a one off

Board, Budget, Bonus... This is the framework I have developed the help brands think through scenario planning in their forecasting process. Most brands will build one 2026 forecast. (if they get one at all). But the smart brands will build 3... I'll break down exactly how

My team is putting the finishing touches on our Q3 Ecom P&L Benchmark Report. Here are 3 of my initial findings: 1. Revenue growth is steady Looking at the percentiles, the 95th percentile grew around 35% ±5%. Back in the glory days, we expected the 95th percentile to be 50%

We took 18 companies with revenues ranging from under $10M to $100M+ and dissected line by line to show DTC Founders what's actually happening in the market. A few takeaways include: ROAS being down across every cohort - We saw ROAS decrease at least 4% across the board and

Clients are always asking "How often should we be benchmarking?" There are both obvious and non-obvious answers to this question. The straight forward answer is: Against other companies at least once a year when setting your budget Against your own past performance monthly or

Paying bills on time isn't just about avoiding late fees. It's about competitive advantage. In ecom, your relationships with vendors, contractors, and service providers matter. A lot. And the fastest way to strengthen those relationships is with predictable, accurate

Your tax accountant and your CFO are not the same person. And confusing them is costly. Your tax accountant cares about one thing: lowering your tax liability for the year. Your CFO cares about creating a sustainable business with sustainable profit that's growing every year.

We outsource everything in e-commerce. But somehow we're still sitting there paying bills ourselves every month. It adds zero strategic value. Here's the system we use at EcomCFO: 1. Set up one payment platform (we use Bill.com, but pick one and stick with it).