The 80% Problem has causes. Our services are built to address them.

Businesses rarely fail to transact for one reason. The warning signs usually appear years earlier: weak financial visibility, inconsistent earnings, cash pressure, customer concentration, owner dependence, thin management, poor planning, unresolved risk, or a business model that is difficult for someone else to operate.

TGH CFO helps identify what matters, route the business to the right solution, and provide the financial leadership and value-growth support needed to improve it - whether a transaction is five years away or never happens at all.

The TGH Approach

Diagnose

Route

Improve

Transact

Find the financial, operational, strategic, and owner-related risks affecting performance, transferability, and value.

Match the business to the right starting point - not the biggest engagement. The answer may be controller support, CFO leadership, a focused project, a full value-growth assessment, or TGH Capital.

Strengthen the issues that matter: reporting, cash flow, margins, forecasting, management discipline, owner independence, earnings quality, and the broader drivers of enterprise value.

When a sale, acquisition, recapitalization, or ownership transition becomes the right next step, TGH Capital leads the process while TGH CFO supports the financial work behind it.

1. Diagnose & Route

Before we prescribe a solution, we identify the problem. This prevents owners from paying for the wrong level of help and gives the work a clear business objective.

Business Performance Review

A focused initial diagnostic designed to answer one practical question: what kind of financial leadership or improvement work does this business actually need?

We consider:

Reporting reliability, timeliness, and usefulness.
Cash flow, working capital, and near-term liquidity.
Profitability, margins, and visibility by customer, product, project, or location.
Budgeting, forecasting, and the quality of management information.
Finance-team structure, close process, and internal control.
Owner dependence, management accountability, known risks, and the company's stated goals.

The outcome is a recommended route: controllership, fractional CFO support, a focused project, value-growth work, TGH
Capital, or no immediate engagement.

Best for owners who know the finance function or business performance needs to improve but are not yet sure where to begin.

Enterprise Value Growth Assessment & Roadmap

The 80% Problem is rarely a finance-only problem. Business value is created - and lost - across the whole company. Our Enterprise Value Growth Assessment uses the full VOP framework to evaluate the 8 core functions every business runs on:

Planning - strategy, goals, direction, and execution discipline.
Leadership - management strength, depth, accountability, and owner dependence.
Sales - how revenue is won, retained, diversified, and repeated.
Marketing - positioning, lead generation, customer insight, and market reach.
People (HR) - talent, roles, culture, succession, and key-person risk.
Operations - process discipline, capacity, quality, scalability, and delivery.
Finance - reporting quality, margins, cash flow, capital, and earnings.
Legal - contracts, entity structure, compliance, ownership, and risk.

Within those 8 functions, we assess 47 specific subcategories that can strengthen value, limit value, or create risk. The result is not a generic report. You receive a clear baseline, prioritized value drivers, identified risks, and a practical roadmap showing what to address, in what order, and why it matters.

On the CFO side of the TGH platform, the purpose is improvement: stronger performance, greater transferability, lower risk, and increased enterprise value. If the objective later shifts to a sale, recapitalization, or ownership transition, TGH Capital applies a transaction-readiness lens to the same body of work rather than forcing the owner to start over.

Best for owners who want a deliberate one- to five-year plan to strengthen the business and create more strategic and financial options.

2. Improve - Financial Leadership & Control

The first layer of value protection is financial discipline. A business cannot make better decisions, build credibility, or prepare for outside scrutiny if management cannot trust the numbers beneath it.

Fractional CFO Advisory

Senior financial leadership without the cost or commitment of a full-time CFO. We work with the owner and management team to turn financial information into decisions, accountability, and forward-looking action.

Typical areas of support include:

Strategic planning and financial decision support.
Driver-based forecasting, scenario planning, and capital requirements.
Cash flow and working-capital management.
Profitability, pricing, margin, and resource-allocation decisions.
Management dashboards, KPI reviews, and board-style reporting.
Lender, investor, and ownership communications.
Acquisition planning, transaction support, and post-close integration.
Leadership of the internal accounting team and coordination with outside tax, legal, banking, and valuation advisors.

Best for growing or complex businesses that need senior financial judgment and leadership but do not require a full-time CFO.

Controllership & Financial Reporting

A strong CFO function cannot sit on weak accounting. Our controllership work strengthens the financial foundation so management can trust the numbers and use them in time to make decisions.

Support may include:

Month-end close leadership and close-calendar discipline.
Balance-sheet reconciliations, adjusting entries, and account cleanup.
Chart-of-accounts design and more useful management reporting.
Budget-to-actual and trend reporting.
Accounting policies, internal controls, and role clarity.
Oversight, coaching, and review of bookkeepers or internal accounting staff.
Coordination with the tax preparer, auditor, lender, or other external advisors.

Best for businesses that have outgrown bookkeeping, need stronger financial control, or want the accounting team to operate at a higher level.

Planning, Forecasting & Management Reporting

A forecast should be a management tool, not an annual spreadsheet that is forgotten by February. We build practical, driver-based plans that connect revenue, margins, staffing, capital expenditures, debt, working capital, and cash.

Engagements may include annual budgets, rolling forecasts, 13-week cash flow models, scenario analysis, covenant forecasting, management dashboards, and a regular operating cadence for reviewing results and taking action.

Best for owners facing growth, uncertainty, financing needs, tight liquidity, or decisions that cannot be made responsibly using historical financial statements alone.

Capital, Lender & Board Support

Owners often need a finance leader who can translate the business for outsiders. We prepare forecasts, lender packages, covenant reporting, board materials, capital plans, and scenario analyses, then help management explain the story clearly and credibly.

3. Improve - Performance, Cash Flow & Enterprise Value

This is where The 80% Problem becomes value-growth work. The objective is not a prettier report. It is to improve the underlying economics, reduce risk, strengthen transferability, and create more options for the owner.

Value Growth Implementation

An assessment creates value only when the roadmap is implemented. Following the Enterprise Value Growth Assessment, clients can choose among three delivery models:

TGH-led implementation - we lead the work, coordinate the owners of each initiative, and maintain the operating cadence.
Guided implementation - management owns execution while TGH provides structure, review, accountability, and course correction.
Client-led implementation - the client uses the roadmap internally and engages TGH periodically for targeted support or progress reviews.

The model can change over time as the internal team becomes stronger. The goal is to build capability inside the company, not permanent dependence on an outside advisor.

Cash Flow & Working Capital Improvement

Profit does not pay bills unless it turns into cash. We identify where cash is being absorbed, build visibility over the near-term cash cycle, and help management improve collections, inventory, purchasing, billing, payment timing, and capital allocation.

Work may include a 13-week cash flow forecast, working-capital analysis, cash-conversion-cycle improvement, lender reporting, covenant planning, and a clear weekly cash-management rhythm.

Profitability, Pricing & Margin Improvement

Company-wide gross margin can hide the customers, products, services, projects, locations, or channels that create or destroy profit. We help management understand the economics beneath the total, then improve pricing, mix, utilization, purchasing, labor efficiency, overhead allocation, and decision discipline.

Turnaround & Financial Stabilization

When cash is tight, debt is pressing, reporting is unreliable, or the business is losing control, the priorities change. We focus first on visibility, liquidity, and decision speed: stabilize cash, establish a credible financial picture, identify immediate profit and working-capital actions, communicate with lenders and stakeholders, and build a practical recovery plan.

If the situation ultimately requires a refinance, recapitalization, investor, or sale, TGH Capital can lead that process while TGH CFO continues to stabilize the business and support the financial work.

4. Improve - Earnings & Transaction Readiness

When outside scrutiny is approaching, the financial story has to hold together. We help management understand what the earnings really represent, identify diligence issues before they become buyer issues, and make the financial picture easier to defend.

Quality of Earnings & Earnings Readiness

Revenue and EBITDA are starting points, not conclusions. We analyze the quality, sustainability, and cash characteristics of earnings so owners, buyers, lenders, and investors can understand what the numbers really represent.

Depending on the engagement, the work may include:

Historical revenue, gross margin, and earnings trends.
Adjusted EBITDA and support for proposed add-backs or normalization items.
Recurring versus non-recurring revenue and expenses.
Customer, vendor, product, project, or location concentration.
Working capital, cash conversion, seasonality, and capital expenditure needs.
Accounting consistency, close quality, and areas likely to attract diligence questions.
Forecast credibility and the bridge from historical performance to expected results.

For existing CFO clients, we generally provide management-side earnings readiness and diligence preparation. Standalone quality-of-earnings or acquisition-side work can be scoped separately when the reporting relationship and independence requirements permit.

Best for owners preparing for a sale or financing, buyers evaluating an acquisition, lenders assessing repayment capacity, and advisors who need a clear view of sustainable earnings.

Transaction Financial Support

For owners preparing to sell, recapitalize, or transition ownership, we help make the financial picture credible and diligence-ready. Support may include financial cleanup, adjusted EBITDA schedules, forecast support, working-capital analysis, management reporting, data-room preparation, responses to buyer questions, and coordination with the quality-of-earnings team.

This is not a substitute for TGH Capital. It is the financial preparation and support that helps the transaction process move with fewer surprises.

Acquisition Analysis & Post-Close Integration

TGH CFO supports the financial work behind an acquisition: target modeling, earnings and working-capital analysis, funding scenarios, synergy assumptions, integration planning, reporting design, and post-close performance tracking. TGH Capital leads the deal process; TGH CFO helps make sure the numbers and integration plan support the strategy.

5. Transact - When the Business and Owner Are Ready

The goal of the CFO work is not to push every owner toward a sale. It is to create a business with enough strength, credibility, and transferability that the owner can choose what comes next.

When the right outcome is a sale, acquisition, recapitalization, or ownership transition, TGH Capital leads the transaction and capital process. TGH CFO supports the numbers behind it: earnings analysis, forecasts, working capital, diligence preparation, financial modeling, and management support.

THE INTEGRATED ADVANTAGE

Build the value before the transaction. Understand the value before negotiating. Protect the value through the transaction.

One Platform. Four Disciplines. No Handoffs That Fall Through the Cracks.

Financial issues rarely stay in a single lane. A forecast raises a tax question. A value-growth plan exposes a legal or ownership risk. A lender asks for a valuation. A transaction uncovers reporting or working-capital issues. Because TGH CFO works alongside TGH CPAs, TGH Valuation, and TGH Capital, the right expertise is already within the platform:

Need better control, cash flow, reporting, or financial leadership? -> TGH CFO
Have a tax or compliance issue affecting cash or value? -> TGH CPAs
Need an independent, defensible valuation? -> TGH Valuation
Ready for a sale, acquisition, recapitalization, or ownership transition? -> TGH Capital

Tell Us Your Objective →

The 80% Problem has causes. Our services are built to address them.

Diagnose

Route

Improve

Transact

1. Diagnose & Route

2. Improve - Financial Leadership & Control

The first layer of value protection is financial discipline. A business cannot make better decisions, build credibility, or prepare for outside scrutiny if management cannot trust the numbers beneath it.

​

Fractional CFO Advisory

​

Senior financial leadership without the cost or commitment of a full-time CFO. We work with the owner and management team to turn financial information into decisions, accountability, and forward-looking action.

​

Typical areas of support include:

​

Strategic planning and financial decision support.

Driver-based forecasting, scenario planning, and capital requirements.

Cash flow and working-capital management.

Profitability, pricing, margin, and resource-allocation decisions.

Management dashboards, KPI reviews, and board-style reporting.

Lender, investor, and ownership communications.

Acquisition planning, transaction support, and post-close integration.

Leadership of the internal accounting team and coordination with outside tax, legal, banking, and valuation advisors.

Best for growing or complex businesses that need senior financial judgment and leadership but do not require a full-time CFO.

Controllership & Financial Reporting

A strong CFO function cannot sit on weak accounting. Our controllership work strengthens the financial foundation so management can trust the numbers and use them in time to make decisions.

Support may include:

​

Month-end close leadership and close-calendar discipline.

Balance-sheet reconciliations, adjusting entries, and account cleanup.

Chart-of-accounts design and more useful management reporting.

Budget-to-actual and trend reporting.

Accounting policies, internal controls, and role clarity.

Oversight, coaching, and review of bookkeepers or internal accounting staff.

Coordination with the tax preparer, auditor, lender, or other external advisors.