Four engagements, and what changed in the numbers.
Each story follows the shape of a monthly report: the situation, what was done, and the outcome. Companies are described by profile rather than by name — and where a client has agreed to take reference calls, that is noted.
Group across three countries, ₪45M revenue
Before
Three entities — an Israeli parent, a US subsidiary, and a European subsidiary — each managed independently, with no one person accountable for the group's cash position or its blended effective tax rate.
What was done
A consolidated monthly view was established across all three entities, intercompany policy was set deliberately rather than left to default, and cash was actively moved to where it was needed rather than sitting wherever it happened to land.
Days sales outstanding
Before
71 days
After
48 days
Cash trapped cross-border
Before
₪1.2M
After
₪310K
Technology services group — Israeli parent, US and European subsidiaries
The group's founder is available as a reference on request.
Profitable ecommerce brand, no outside investors, 12 people
Before
Growing fast enough that monthly bookkeeping reports were arriving too late to act on, with cash decisions made on instinct rather than a forward view.
What was done
Weekly cash forecasting was put in place alongside the existing bookkeeper, closing the gap between when a decision needed to be made and when the numbers to make it actually arrived.
Average cash buffer maintained
Before
₪180K
After
₪640K
"I finally know what my cash position looks like a month out, not just today."
— Founder, bootstrapped ecommerce brand
Digital ad-buying agency, 30+ staff, multi-market
Before
Payroll and supplier payments across multiple ad platforms and currencies were coordinated manually, with no consolidated view of margin by client account.
What was done
Margin reporting was rebuilt by client account rather than in aggregate, surfacing which accounts were actually profitable after platform fees and staff time.
Blended account margin
Before
9%
After
16%
Finance lead · Digital media buying
Profitable product company, R&D-led, no outside funding
Before
Paying full standard corporate tax on IP-derived income, on the assumption that Preferred Technological Enterprise status was only relevant to VC-backed R&D companies and had never been formally assessed.
What was done
Eligibility was assessed against the actual qualifying criteria and documentation, and the company was brought into the PTE regime for its qualifying income.
Effective tax rate on qualifying income
Before
23%
After
12%
Finance lead · Profitable product company (software)
