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.

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

A pilot doesn’t wait until landing to find out they’re off course. ✈️ Small adjustments are made throughout the flight...
10/07/2026

A pilot doesn’t wait until landing to find out they’re off course. ✈️

Small adjustments are made throughout the flight.

A few degrees left.

A change in altitude.

A different approach.

Because the earlier you spot the difference between where you're headed and where you intended to go, the easier it is to correct.


Your business isn't much different.

Revenue may be close to target.

But are profits?

Is cash flow where you expected it to be?

Are receivables coming in on time?

And do you know how much cash you'll need as you head into the new year?

By year-end, those answers become results.

Right now, they're still decisions.


An end-of-year financial check can show you where the business is actually heading, while there's still time to adjust the course.

The sooner you know you're off course, the more options you have.

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

10/06/2026

When does holding onto inventory cost you more than taking the loss?

Sometimes, turning slow-moving inventory into cash is the better financial decision.

10/05/2026

Do you also do consulting? 🤔

We don't want a CFO, but we need help. 😳🤯

Someone recently reached out asking for more info on our consulting services. They have clients that need help, but for whatever reason don't need a CFO. 👨‍🏫

You see, we often get clients who need help but are not looking for a CFO.

👉 Sometimes they feel they are too small.
👉 Sometimes they are so large they have a fulltime CFO, but they still need help. ⬜

In situations such as these, we come in to help, but we do not sit in the CFO seat (again, either it doesn't exist, or it is already taken).

So, what do we do??

It is usually one of three things:-

M&A - Anything deal related ranging from evaluating financial feasibility of a deal to due diligence, to negotiation and deal structuring.

FP&A - Helping a company with modeling and evaluating alternatives. It could be related to growth or to bankruptcy, but having meaningful reporting and flexible forecasting empowers business leaders to make good decisions. From budgets to cash flow forecasting to dashboards and operational models, we help you remove the blinders and forge ahead confidently.

Accounting Department Redesign - If the information isn't coming out accurate or isn't timely, there is probably a process problem. Maybe a system problem too. Our team of experienced finance leaders helps get to the bottom of the issue and redesign your department for success.

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Imperial Advisory CFOs is a team of CFOs with 30+ years of experience. We help CEOs and CFO get back to what they want to be doing.

10/02/2026

Can you afford to give that customer a discount? 🤔💰

In manufacturing, the answer depends on more than your margins. Capacity, labor, overtime, and timing can completely change what an order actually costs you.

Before you discount the price, know what it will cost you to deliver. 📊

Great partnerships are built on trust, communication, and being there when it matters. We’re grateful to Cedar Park Gro...
10/01/2026

Great partnerships are built on trust, communication, and being there when it matters.

We’re grateful to Cedar Park Group for the kind words and the opportunity to work together.

Mistakes are part of doing business.What matters is how quickly you learn, adjust, and move forward.
09/30/2026

Mistakes are part of doing business.

What matters is how quickly you learn, adjust, and move forward.

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Valley Stream, NY

Opening Hours

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

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