BUSINESSDADENERGY

Case Studies

In the room when it mattered.

Examples are anonymized where appropriate. The point is not the logo. It is the problem, the decision and what changed.

Manufacturing • Buy-side

Acquisition + integration without losing the operating rhythm.

Situation: An established manufacturer acquired another operating company and needed finance to catch up quickly.

  • Purchase accounting and integration planning
  • ERP and chart-of-accounts alignment
  • Intercompany structure and cash visibility
  • Inventory, payroll and reporting cleanup

Outcome: One financial operating model instead of two disconnected businesses.

Experiential Fabrication • Sell-side

From operating company to transaction-ready story.

Situation: A founder-led fabrication company entered a sale process while still growing and delivering complex client work.

  • Financial modeling and diligence materials
  • Buyer meetings and LOI support
  • Data-room leadership
  • Working capital, profitability and forecast analysis

Outcome: Cleaner diligence, stronger buyer confidence and a finance function that could support the transaction.

Healthcare • Sale process

Financial leadership through a high-stakes sale.

Situation: A healthcare business needed senior finance support while navigating a significant company sale.

  • Transaction reporting
  • Forecasting and normalization
  • Buyer diligence support
  • Owner decision support

Outcome: Management stayed focused on the business while finance stayed ahead of the process.

Media + Production • Finance reset

Turning project complexity into usable financial visibility.

Situation: A production company needed tighter controls, cleaner reporting and better visibility across multiple entities and projects.

  • Monthly reporting and close discipline
  • Project and entity-level visibility
  • Budget-to-actual management
  • Vendor and cash controls

Outcome: Leadership could see where money was going before decisions became irreversible.

Project-Based Business • Job Costing

Finding the margin inside the work.

Situation: Revenue looked healthy, but individual jobs varied wildly in labor, materials, freight, subcontractor spend and scope creep.

  • Rebuilt project-level cost visibility
  • Mapped labor, material and external-vendor economics to the job
  • Added estimate-to-complete and post-mortem reporting
  • Connected project margin back to pricing and capacity decisions

Outcome: Leadership could see which work created value, and which work only created revenue.

Automotive + Technology • Capital + Operations

Operating through a major raise and national launch.

Situation: An early-stage EV company needed senior operating support across capital, teams and a high-visibility launch.

  • Supported a $30M capital raise at a $1.1B+ valuation
  • Executive and board-level financial support
  • Team and vendor sourcing
  • Brand and operating initiatives
  • 10,000 sq. ft. national auto-show unveiling

Outcome: Senior operating support through a high-stakes capital and growth phase.

Real Estate + Hospitality

Underwriting the business, not just the property.

Situation: Owners evaluating hospitality and real-estate opportunities needed a clearer view of returns, debt capacity and operating risk.

  • Underwriting and scenario modeling
  • DSCR and debt analysis
  • Capital planning
  • Operating-model stress testing

Outcome: Clearer go / no-go decisions and fewer “good deals” that only worked on paper.

Owner-Led Business • Finance Function

When the company got bigger than the finance team.

Situation: Growth had outpaced reporting, controls and decision support around the owner.

  • Cash and forecast visibility
  • KPI and margin reporting
  • Team-role clarification
  • Capital allocation framework

Outcome: Finance became part of the decision instead of a report after the fact.

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