Results

Real results from the controller and process seats.

Before starting J², we spent our careers inside growing companies doing exactly this work. Here's what that looked like, measured by the numbers that matter.

75→50Days sales outstanding (DSO), $50M equipment company

+25%Net profit from capturing missed billings

15-dayMonth-end close, down from an erratic cycle

10%→7%Overhead as a share of revenue, $55M contractor

Our track record

Four companies, four turnarounds

Results from our in-house controller, accounting and process improvement roles. Company names are kept confidential.

Capturing missed billings and cutting DSO by 25+ days

Equipment company · ~$50M revenue · 3 locations

The situation

DSO running 75+ days, with cash tied up in receivables
Bulk fluids going unbilled: tech notes said things like "emptied oil to address leak" but never recorded how much was used to refill
Physical inventory didn't match the system
AR and AP handled differently at each of 3 locations

What we did

Put a recurring AR aging review in place
Set up a single point of contact for bulk fluids: every sign-out logged with work order #, amount and tech name
Reconciled fluid sign-outs to billings every week
Wrote and rolled out AR and AP SOPs across all 3 locations

The results

DSO cut from 75+ to 50 days
Revenue up 20%
Net profit up 25%
Better cash flow and inventory accuracy
Consistent AR/AP processes company-wide

From an erratic close to GAAP financials in 15 days

Construction company · ~$55M revenue

The situation

Month-end close was erratic and unpredictable
All purchases expensed 100% when bought, so the financial statements weren't GAAP-compliant
Overhead at 10% of revenue

What we did

Built a structured close process and calendar
Delegated close tasks across staff, giving each person ownership and accountability
Implemented prepaid, fixed asset and notes payable amortization schedules
Strengthened internal controls
Wrote SOPs for AR, AP, payroll and project accounting

The results

Consistent 15-day close
Overhead reduced from 10% to 7%
GAAP-compliant financial statements
Stronger controls and a team that owns the process

Cutting project cost overruns by 20%

Construction company · ~$30M revenue

The situation

Projects regularly running over budget
No single owner for material orders, equipment rentals or rental pickups
Receivables and collections slipping

What we did

Set up a single point of contact for material ordering, equipment rental ordering and rental pickup
Tightened receivables tracking and the collections process

The results

Project cost overruns down 20%
Improved cash flow from stronger collections

Cutting approval lag from 7 days to 3

Medical company · Led by Meghan

The situation

Approval lag time of 7 days, holding up the work behind it
A new business system needed to be implemented

What we did

Led the new system implementation project end to end
Ran process improvement projects to map and streamline approval workflows

The results

Approval lag cut from 7 days to 3 (57% faster)
New system successfully implemented
More efficient, repeatable workflows

Every engagement

What you can count on

A written scope and price

You know exactly what you're getting and what it costs before we start.

Numbers in plain English

Reports come with an explanation of what changed, why, and what to do next.

Fixes that last

Documented processes and controls, so the books stay clean after the cleanup.

See yourself in one of these?

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Let's talk about your situation.

Free 30-minute discovery call with Justin and Meghan.

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