We started by building a clear picture of the unit economics — something the business had never formally mapped. Margins on their highest-volume product line had quietly compressed over 18 months as material costs rose and pricing stayed flat. Meanwhile, payment terms with their largest client — 90 days — meant the business was consistently funding 60–90 days of operations out of its own pocket. Revenue looked strong on the P&L. Cash told a completely different story. We rebuilt their financial model from the ground up, introduced a rolling 13-week cash flow forecast, renegotiated payment terms with their top three clients, and identified two product lines where pricing had drifted well below what the market would bear.