Imperial Advisory

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Imperial Advisory At Imperial Advisory we work with businesses and non-profits to assess their organizations’ operational and financial health.

As your fractional CFO, we become your financial strategist and assist you in making more educated financial decisions. As your fractional CFO, we become your financial strategist. Our team looks at your business holistically, takes on the role of an advisor, and assists you in making more educated financial decisions for your business. Imperial Advisory partners with you to determine the smartest way for you to make money and the best way for you to reinvest your resources and capital back into the business. Working hand-in-hand with the organization’s senior management, our team of expert CFOs creates revenue and expense projections, gauges the company’s ongoing performance, and provides the organization with the ability to achieve its full potential. Through targeted analysis, we help our clients plan key business decisions relating to project feasibility, headcount, and a host of other issues. Functioning as “external CFO”, Imperial provides our clients’ C-Suites with insight and data-driven evaluations that enable them to gain a deeper understanding of operational challenges and opportunities and help them to scale their growth.

Knowledge alone doesn't drive growth. What you do with it does.The businesses that adapt quickly are often the ones that...
10/21/2026

Knowledge alone doesn't drive growth. What you do with it does.

The businesses that adapt quickly are often the ones that stay ahead.

10/20/2026

Selling your business doesn't always mean walking away.

Some owners want to remain involved in shaping its future. Others are ready for a clean exit.

Matt Bradbury explains why understanding the owner's goals is key to structuring the right deal.

10/19/2026

Do clients care if you are good or great? 🤔

The way many businesses keep clients is through customer experience. Once you've passed a certain competency threshold, it's the experience that keeps bringing people back.

We can speak to this on a personal level regarding professionals we hire (accountants, attorneys, even doctors).

If someone has a good bedside manner, they are easier to deal with and more likely to get a call next time (definitely for run-of-the-mill situations).

Do YOUR clients know if you are good or great? Do they care? 🤔

Small financial gaps have a way of becoming bigger problems. A customer starts paying a little later. Cash gets a little...
10/16/2026

Small financial gaps have a way of becoming bigger problems.

A customer starts paying a little later.

Cash gets a little tighter.

You delay a vendor payment.

The line of credit gets used a little more than planned.

None of these things, on their own, may seem particularly alarming.

But financial issues rarely operate in isolation.

A change in one part of the business can quietly put pressure somewhere else.


The same is true with margins.

Costs creep up, but pricing doesn't change.

Revenue looks healthy, yet less of it reaches the bottom line.

The business is growing, but cash isn't keeping pace.

By the time the year closes, a handful of small gaps can add up to a result you weren't expecting.

That's why now is the time to look at the whole picture.

Are revenue and profit on track?

Are margins holding?

Are customers paying on time?

Are expenses where you expected them to be?

Do you have enough cash and credit available for what comes next?


The earlier you see the gaps, the more options you have to address them.

Take our End-of-Year Financial Readiness Check to see where your business stands before the year is over.

🔗 Link in the comments.

We had the pleasure of working with Oliver Stauffer from PTI – Packaging Technologies & Inspection, and their kind words...
10/15/2026

We had the pleasure of working with Oliver Stauffer from PTI – Packaging Technologies & Inspection, and their kind words truly speak to the value of a strong finance partner.

At Imperial Advisory, we’re committed to helping businesses make smarter financial decisions, unlock growth opportunities, and navigate challenges with confidence.

Success is worth celebrating. But setbacks often teach us what success cannot.The real value lies in what we learn and h...
10/14/2026

Success is worth celebrating. But setbacks often teach us what success cannot.

The real value lies in what we learn and how we use those lessons to move forward.

10/13/2026

"My team is amazing, but we can't close the books timely and even when we do, I'm not sure if my numbers are accurate." 🤬

We often come across companies that have great accounting teams led by experienced accounting professionals. Sometimes these accounting veterans still have trouble closing the books and don't really know what to do.

Why?

There are two major issues...

They have so much on their plate at even if they could solve the issues, they don't have the bandwidth to do so.

(They are also often too close to the situation. They may know what it looks like when it is right, but have trouble putting the right blocks in place.)

But what should someone in this situation do?

Here is how they should start.

1. Interview everyone on the team. Ask them what they are doing? What is going well? What is going wrong? Don't assume you know the answer and approach this with humility. Your people will tell you the problems....this department makes changes after the month is up. This process is too manual. The task needs more bodies thrown at it.

2. Review the process as it is now. Look for redundancies and extra reconciliations. Look for unnecessary journal entries. Looks for cases where the same data is entered in more than one place.

3. Assess if the problems are true accounting problems or stem from elsewhere. If they stem from the accounting, are the problems system driven, people driven, or process driven?

4. Redesign the process so that the data flows to the right place at the right time. Remove bottlenecks. Reduce redundancies.

5. Design the team of the future. Who do you need to get this done right? How much of them do you need?

6. Prepare job descriptions for everyone on the team. Job descriptions should define the needs and requirements to get all the things done.

7. Create an organization chart. Who reports to whom? Who will drive the different aspects of the process? Who is accountable for the results and do they have the resources and authority they need?

8. Make sure you have the right people in the right seats. Someone who was right in the past may not be right today. Someone who worked in this department may no longer be a fit (and even if you keep them, perhaps it is elsewhere int he company).

9. Make a transition plan to get the people up to speed or to get the right people from elsewhere.

If you are heading in this direction, consider giving critical people stay bonuses. The last thing you need is for half your accounting team to walk out when they get nervous they may not make it.

Have a question on how to do this? Reach out.

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Imperial Advisory CFOs is a team of CFOs with 30+ years of experience. People on our team have built word class accounting and finance departments over their prestigious careers.

Small steps today can make a big difference tomorrow. 💰This National Savings Day, remember that financial security start...
10/12/2026

Small steps today can make a big difference tomorrow. 💰

This National Savings Day, remember that financial security starts with smart decisions and consistent habits.

"I'm looking to grow my business. How do I make sure the business stays healthy from a financial perspective?" 💰 You've ...
10/09/2026

"I'm looking to grow my business. How do I make sure the business stays healthy from a financial perspective?" 💰

You've been rolling along and making money. But to take things to the next level, you have to make changes.

You have a sneaking sense that there may be problems that will surface once you start making changes and now you are afraid.

What do you do?

Every business is different, but here are some common things to look out for.

1. Gross Profit. Are you making money on your each of your offerings. You have different products and the last thing you need is to grow sales on the one that was never making money.

2. Overhead. If each product is making money, how much overhead is really going to support that line. Your cost of direct labor and materials might be less for one product, but if your management cost (or event works, your personal brain space) is going toward that product, the cost might be significantly more than you expected. You might be giving up much bigger (i.e. more profitable, more strategic, etc) opportunities to chase this one.

3. Resources. How are you going to grow? Do you need more sales people? How many? Do you need more inventory or more people to service additional demand?

4. Financing. If you are brining on inventory or people ahead of the new sales, how are you financing that? Internal cash flow? Investor capital? Factoring? Something else?

5. Pricing. Can you charge the same price and sell more, or will you have to discount? Will the marginal marketing dollar get you as far or does doubling sales mean you have to 3x marketing?

6. Timeline. What is your timeline for the things you need? New sales in March requires marketing spend in February and ability to fulfil in April.

7. Forecast. Do you have a forecast for both the operational resources and the financial resources needed to support the operations? The last thing you need is to run out of capacity as your sales team is closing deals they've spent months developing.

8. Resource gathering. Can you get financing, people, and resources, on the schedule you need to make it all work. How much before you need the loan do you need to apply for it? How much before you need people do you need to start recruiting?

9. Re-evaluate. You probably won't get all this stuff right the first time and that's OK. But do you have a system in place for measuring your budget/plan to the actual results? If the new market you are chasing has a higher rate of disputed charges, when do you want to find out about that? Not next April when you do your taxes.

Does this make sense? Let us know if you have any questions!

--
Imperial Advisory CFOs is a team of CFOs with 30+ years of experience growing business and helping business owners get what they want out of their business.

10/08/2026

CFO Q&A:

Question: How many KPIs should I have? 🤔

Answer: Key Performance Indicators are markers that tell you if your business is heading in the right direction.

A key performance indicator is a proxy. It is something that tells you what is going to happen or how well you are doing.

It is always tough to distill a business into a few metrics, but by having too many, you run the risk of having too much noise and not knowing where to put your focus. PwC recommends focusing on the 4-10 most critical factors.

What are your KPIs? How did you pick them? 👇

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Imperial Advisory CFOs is a team of CFOs with 30+ years of experience growing business and helping business owners get what they want out of their business

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Valley Stream, NY

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Tuesday 9am - 5pm
Wednesday 9am - 5pm
Thursday 9am - 5pm
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