Fiscal 12 Inc., CFO Advisory

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Fiscal 12 Inc., CFO Advisory

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Running a strong manufacturing business is complex, but managing cash flow shouldn't be a guessing game.

I partner with owners as a CFO & advisor to build the financial frameworks needed to scale, optimize throughput, and protect profit margins. 📊⚙️

11/03/2026

A customer keeps ordering, the product shows a good gross margin, and cash still feels tight.

I would look at the inventory required to support that customer.
Small, frequent orders can require a large stock commitment when you promise immediate delivery.
Storage, financing and the risk of unsold stock also affect the economics.

Repeat revenue deserves a closer look at how often customers reorder, how much inventory you carry and when you get paid.

Before expanding a product line, can your team explain how much cash it takes to deliver the repeat sales you realistically expect?
Tolani Lawson

11/02/2026

Finding new manufacturing customers takes time.
Meanwhile, your existing customers may have recurring needs you have not explored.
That is what caught my attention in Vermeer’s Iowa expansion, which includes manufacturing aftermarket components.
I would look at what customers need after the first sale: another production run, replenishment materials or replacement components where relevant.
Then I would review the numbers. The expected gross profit needs to justify the inventory investment, and the business must fund that stock until customers pay.

What recurring need are your existing customers currently asking someone else to meet?

10/16/2026

My idea for manufacturing founders this week: give every new quote a cost-validity window.
Date the costs behind it.
Align its validity with supplier commitments.
Review the margin before extending an expired quote.
Keep existing customer agreements in view throughout the process.
I want quote expiry to trigger a financial review, with someone clearly responsible for checking the numbers.
Does your team already have that step in place?

--Tolani Lawson

10/15/2026

Manufacturing leaders, if material costs rise after you send a quote, who absorbs the difference?

I want you to compare how long your quote remains valid with how long your supplier commits to its price.
Then check your customer’s agreed terms.
A quote can still be open while the costs behind it have changed.

How does your team decide when an open quote needs a fresh margin review?

10/14/2026

Manufacturing leaders, a small cost increase can make a big difference to your gross margin.
A product sold for $100 with an $80 production cost earns $20 in gross profit.
If that cost rises to $88, the same selling price leaves just $12.
To maintain a 20% gross margin, the price would need to be $110.

In this reel, I explain the calculation and why markup and margin give you different answers.
When did you last check your product margins?
-- Tolani Lawson

10/13/2026

A full order book can feel reassuring.
I still want to look at the margin behind it.
If materials cost more, production requires overtime or delivery needs become expensive, the profit you expected may already have changed.

Manufacturing founders, before accepting more work, check what it will earn and how much cash it will require
How recently have you reviewed the profitability of your current orders?

10/12/2026

Manufacturing leaders, I’m watching two signals together:
U.S. factory growth and rising input-cost pressure.
September’s ISM report points to both.

Before celebrating the next order, I want you to check whether your pricing still reflects today’s materials, labor and factory overhead.

A busy production schedule can hide a shrinking gross margin.
What has changed faster in your business recently:
your selling prices or your production costs?

09/25/2026

Manufacturing leaders, I believe your company may need more than a cash reserve.

You may also need a Critical Dependency Reserve.

It combines:

• Emergency cash
• Strategic inventory
• Prequalified alternative suppliers

The purpose is to protect production when a critical material becomes unavailable.

This does not mean holding excessive inventory. It means identifying the materials that could stop production and preparing specifically for those risks.

If you want help calculating the reserve your manufacturing business needs, book a consultation with me at [www.fiscal12.com](http://www.fiscal12.com).

— Tolani Lawson
Founder, Fiscal 12

09/24/2026

Manufacturing leaders, could your company continue producing if one critical material stopped arriving for 90 days?
Your answer might be:
Yes.
Partially.
No.
Or honestly—I’m not sure.
Before answering, consider which products would stop first, how much verified inventory you have, whether an alternative supplier is already approved and how much emergency sourcing would cost.
A supply disruption does not only create an operational problem. It can interrupt revenue, consume cash and put customer relationships at risk.
New domestic manufacturing capacity is important, but every company still needs its own continuity plan.

If you want to understand your financial exposure before a disruption happens, book a consultation with me at www.fiscal12.com.

— Tolani Lawson
Founder, Fiscal 12

09/23/2026

Do you know how much one critical supplier could cost your business if production stopped?
Single-supplier exposure is more than the amount you spend with that supplier.
I calculate it using:
• Inventory at risk
• Lost contribution margin
• Emergency sourcing and freight
• Supplier-switching and qualification costs
• Customer penalties and recovery costs
Then I compare that potential loss with the cost of qualifying another supplier or maintaining additional safety stock.
The goal is not to eliminate every risk.
The goal is to understand which risks your cash flow cannot afford.

If you want help calculating your company’s supplier exposure, book a consultation with me at www.fiscal12.com.

— Tolani Lawson
Founder, Fiscal 12

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