You don’t need a CFO. You need a operating system that works.
Strategic finance and operational system design for beverage brands scaling distribution, managing inventory pressure and doing over $3m in revenue.
Most beverage brands scaling past $3m run into the same structural cracks.
You’re not confident in true contribution margin after trade, freight, and distribution costs
Inventory builds are driven by fear of stock outs, not data
Retail growth outpaces your reporting rhythm
Forecasts shift every time distribution expands
Cash feels tight right before your next production run
At this stage, hiring a fractional CFO often means continuing to pay senior rates for work that keeps repeating.
Build the engine properly then scale it.
Value isn’t created by titles. It’s created by structure.
True contribution margin by SKU after trade, freight, and distributor costs
A forecasting process that survives distribution expansion
Clear 3–5 year margin and spend guardrails based on real beverage scaling patterns
Reporting that matches retail velocity and production cycles
Inventory logic that supports growth without panic builds
Internal ownership of FP&A not outsourced cleanup
Clear financial thresholds for when to hire, expand, or pull back
“Growth magnifies weak systems.”
Choose the right structure for your stage
Option 1
90-Day System Sprint
We install the financial operating system your growth demands.
Deep dive on margin, trade, freight, and distributor economics
Install reporting structure and decision rhythm
Define true contribution margin by SKU
Build inventory and working capital logic
Create a clear path to profitability
Benchmark your next 3–5 years against real beverage growth patterns
You leave with a system your internal team can run, not a spreadsheet dependency.
Option 2
Strategic Oversight
If you already have strong FP&A internally, I provide executive-level discipline.
Margin and pricing oversight
Ongoing financial review
Guardrails for growth and capital allocation
System integrity as complexity increases
Real feedback when expansion decisions stretch the model
You benefit from an executive partner, without inflating the payroll.
If you’re under $3M or still searching for product-market fit, this isn’t the right engagement.
I’ll point you in the right direction, but this work is for brands serious about disciplined scale.
From Beverage Founders
“There are a number of people who I would put in the category ‘we wouldn’t be here without them. Phil is one of them.
Phil has worked with Ben and I to provide strategic finance support across two ventures and help us scale. He is a calm head in the most troubled waters and someone every early stage founder would want in their corner.”
David Lester, Founder.
“Phil brought much-needed structure and clarity to our financial operations at a critical stage of growth. He translated complex financial concepts into clear, actionable insights for our leadership team, enabling smarter decision-making across the board.”
Victor Guardiola, Founder.
“Phil brought immediate clarity and discipline to our financial operations. We now make decisions with confidence because the systems are dependable.”
Graham Neuburger, President
This makes sense, but…
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If no one internally owns FP&A, a fractional CFO is an expensive resource for execution..
Install the function properly first, and layer oversight.
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Good. Bookkeeping records history. This builds the forward-looking structure that guides decisions.
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That makes sense when complexity demands it. Most brands at this stage aren’t there yet but need guidance.
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Profit without discipline erodes quietly. Structure protects margin as you grow.
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Good point. You probably don’t need me!
This is for beverage founders over $3m who want structure before growth makes the business fragile.
If this feels like you, lets talk.
Start the next phase of your growth today.
Fill out the form for a free working session.
We’ll assess whether you need a sprint, executive oversight, or simply better internal ownership.