Industry · FMCG
Virtual CFOs for FMCG — when the cash conversion cycle is the business.
Working capital, SKU profitability, trade-promotion ROI, and channel-specific P&Ls.
Where it hurts
The fmcg pains we step into.
Working capital management
The number-one FMCG killer is paying suppliers and waiting for retailers. We build the 13-week cash forecast and the inventory-days dashboard so you can see the squeeze coming.
SKU profitability analysis
The hero SKU isn't always the most profitable one. We rebuild your unit economics down to the SKU + channel level so the killers are obvious.
Trade-promotion ROI
Was that promo profitable? Most FMCG businesses can't say. We instrument the trade-spend so the next negotiation has receipts.
Channel-specific P&L (retailer, e-comm, distributor)
The same product earns very different margins across channels. A unified channel P&L tells you which channel is paying for which.
What "fixed" looks like
Outcomes we work toward, 90 days in.
Pattern-based engagements drawn from a CIMA-CGMA finance career. Not client-specific case studies — the first published case studies launch with our pilot customers in 2026.
Pattern 1 of 3
The cash-conversion cycle reset
The situation: You're paying suppliers in 30, getting paid by retailers in 60, and holding 45 days of stock. The maths doesn't work and the bank knows it.
What we do
- 13-week cash forecast on day 7, supplier-terms audit by day 14.
- Days-payable, days-sales, days-inventory dashboard updated weekly.
- Working-capital line sized and presented to the bank with covenant tracking baked in.
Outcome shape
Cash gap visible 13 weeks out instead of two weeks out. Bank conversations move from defensive to strategic in the first quarter.
Pattern 2 of 3
The SKU × channel profitability map
The situation: Ninety SKUs, four channels, and a strong feeling that the hero SKUs aren't the profitable ones.
What we do
- Top-20 SKUs P&L'd in month 1, top-50 in month 2, full range by month 3.
- Trade-spend, listing fees, and cost-to-serve allocated to the SKU × channel grid.
- Kill-list and double-down list ready for the next category review.
Outcome shape
Listing, pricing, and promo decisions are routinely data-led by month 6. Most clients identify 10–20% of SKUs that destroy contribution.
Pattern 3 of 3
The trade-promo ROI dashboard
The situation: Promos run because they always have. Nobody can say if the last one was profitable.
What we do
- Pre-promo run-rate, promo-period sell-in, post-promo bounce — measured per SKU per retailer.
- Net-net margin after listing fees and rebates surfaced for every promo.
- Promo decision-framework signed off with the commercial team.
Outcome shape
Promos that destroy contribution flagged before the next negotiation. ROI is directional, not perfect — but it's enough to change which promos run next year.
Outcome shapes are directional and drawn from JD's prior engagements. Your situation will differ — the free 30-minute diagnostic is where we calibrate.
Most-relevant seats
The right people for fmcg.
Frequently asked
The questions you'd ask if we were across the table.
Tighten the cash. Find the SKU. Defend the channel.
Walk into the boardroom. Pick the FP&A specialist or the Virtual CFO. The first 30 minutes are on us.