Operator-level financial leadership for growing hospitality and craft beverage businesses.
Operator-level financial leadership for growing hospitality and craft beverage businesses.
Revenue is growing, but cash is tighter or harder to explain.
Location, entity, product, or channel performance is difficult to see clearly.
Accounting may be accurate, but it does not answer what should happen next.
A lease, hire, financing, pricing, expansion, or transition decision is approaching.
Too much financial context and follow-through still depend on you.
Clarify cash, margins, and performance across locations, entities, products, and channels—with forecasts and reporting built around the decisions ownership needs to make.
Create a recurring cadence that connects reporting, decisions, ownership, and follow-through while strengthening the finance and operating structure behind it.
Evaluate pricing, hiring, locations, leases, distribution, financing, and capital decisions before commitment—with assumptions, downside, and cash impact made clear.
I spent a decade helping scale Denver Beer Company from one taproom into a multi-location production and hospitality business. That meant living the tradeoffs behind the numbers—cash, margin, people, systems, channels, locations, and capital.
Crafted Ledgers brings that operator’s perspective into the room. I work alongside owners to find the real decision, pressure-test the assumptions, and connect financial information to what the business must do next.
The goal is not another advisor the business depends on. It is clearer judgment, stronger ownership, and financial structure that keeps working as complexity increases.
Breweries, distilleries, and related producers managing inventory, production economics, taproom or wholesale channels, cash timing, and growth across locations.
Labor, menu, and location performance, cash flow, and financial rhythm across increasingly complex operations.
An adjacent fit when the business has multiple entities, locations, channels, inventory, distribution, working-capital pressure, finance-team strain, or a consequential capital decision.
As the business grows, decisions get bigger, and timing matters more. But the financial structure often stays built for an earlier, simpler company.
Cash pressure shows up before the P&L makes it obvious. Performance becomes harder to explain. Capacity gets committed before the assumptions, downside, and ownership are clear.
Growth should hold up across cash, margin, people, systems, capacity, and capital.
A focused diagnostic to clarify what is happening, identify the decisions and exposures that matter most, and design the right financial rhythm before ongoing support.
Quarterly, monthly, or embedded leadership that connects reporting, decisions, ownership, and follow-through as the business grows.
Focused support for a major location, lease, pricing, financing, capital, channel, or transition decision before commitment.
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doug@craftedledgers.com | Denver-based, serving clients nationally.
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