Stratdel gives you an objective read on cash, working capital, debt, and the operating drivers behind them. Our financial assessment isolates the few issues most affecting liquidity and financing options, so leadership acts on causes instead of symptoms.
Stratdel gives you an objective read on cash, working capital, debt, and the operating drivers behind them. Our financial assessment isolates the few issues most affecting liquidity and financing options, so leadership acts on causes instead of symptoms.
When cash is tight, the instinct is to cut spending, accelerate collections, or call the bank. But without a clear baseline, those moves may only address symptoms. Stratdel connects financial statements with the billing, collections, pricing, inventory, and management practices that influence cash flow.
You work directly with senior leadership and leave with a focused set of priorities your team can act on.
A financial assessment settles three questions before any major cash or capital decision: Where does cash really come from and where does it go? What is limiting liquidity and financing options? Which issues matter first?
Our liquidity analysis looks past the month-end balance. We trace cash generation through the business, test how reliable current forecasts are, and bring every debt obligation, maturity, and covenant into one view. The result is an evidence-based picture leadership can stand behind with owners, lenders, and the board.
The assessment is led by a Stratdel fractional CFO, with COO and CIO support where operations, systems, or reporting affect the findings. It works as a standalone diagnostic or as the first phase of broader capital and liquidity consulting.
We analyze where cash is generated and consumed across customers, projects, products, and locations, and how reliably earnings turn into cash. This cash position analysis shows what the business can actually fund today.
We measure how long cash sits in receivables, inventory, billing, and payables, and size the opportunity. Where cash is trapped, the findings feed directly into working capital management.
We inventory every obligation, including balances, rates, maturities, security, and covenants, and test headroom under realistic scenarios. Leadership sees covenant risk and refinancing pressure early, while there is still time to act.
We test how closely current forecasts match what actually happens and where the near-term pressure points sit: payroll, debt service, taxes, and vendor commitments. This liquidity risk assessment shows how much headroom the business really has.
We look at the pricing, customer and project economics, capacity, and management routines that shape cash flow. Financial results rarely have finance-only causes, so the assessment follows the numbers into operations.
We review the close, reporting, and data behind your numbers to judge how timely and trusted they are. Weak information is often part of the liquidity problem, and lenders tend to notice it first.
We analyze where cash is generated and consumed across customers, projects, products, and locations, and how reliably earnings turn into cash. This cash position analysis shows what the business can actually fund today.
We measure how long cash sits in receivables, inventory, billing, and payables, and size the opportunity. Where cash is trapped, the findings feed directly into working capital management.
We inventory every obligation, including balances, rates, maturities, security, and covenants, and test headroom under realistic scenarios. Leadership sees covenant risk and refinancing pressure early, while there is still time to act.
We test how closely current forecasts match what actually happens and where the near-term pressure points sit: payroll, debt service, taxes, and vendor commitments. This liquidity risk assessment shows how much headroom the business really has.
We look at the pricing, customer and project economics, capacity, and management routines that shape cash flow. Financial results rarely have finance-only causes, so the assessment follows the numbers into operations.
We review the close, reporting, and data behind your numbers to judge how timely and trusted they are. Weak information is often part of the liquidity problem, and lenders tend to notice it first.
The assessment is built as a short, concentrated diagnostic rather than an open-ended review. We agree on the scope and the decisions it needs to support, gather the data and conversations required, and keep the analysis focused on what changes those decisions. It is most useful when the problem is visible but the root causes, priorities, or best path are unclear. Many companies use it before a larger decision: a refinancing, a capital investment, an acquisition, or the choice of whether to bring in ongoing fractional CFO leadership.
Cash flow is unpredictable or deteriorating, even with acceptable revenue.
Leadership is making decisions without a reliable view of cash, debt, and covenant headroom.
Debt costs are high, maturities are approaching, or lender expectations are uncertain.
Forecasts keep missing, and no one is sure which numbers to trust.
Cash seems trapped in receivables, inventory, project billing, or operating inefficiencies.
Growth requires capital, but the right amount and structure are unclear.
A new owner, CEO, or board wants an independent read on financial condition.
A refinancing, recapitalization, acquisition, sale, or major investment is ahead.
An objective view of cash, working capital, debt, and the performance drivers behind them, in one place.
Where cash is generated, consumed, and tied up, and what the business can fund today.
Near-term pressure points, minimum headroom, and the conditions that would put liquidity at risk.
Every obligation, rate, maturity, and covenant consolidated so refinancing timing is visible early.
Compliance and coverage tested under realistic scenarios, so pressure is visible before it becomes urgent.
An estimate of the cash tied up in receivables, payables, inventory, and billing, and where to start.
How reliable current forecasts and financial reporting are, and what needs to improve first.
The few issues most affecting liquidity and financing options, ranked by impact and urgency.
Sequenced next steps, owners, and decisions required, with options for how Stratdel can support them.
A concise, decision-ready summary for the leadership team, owners, or board.
An objective view of cash, working capital, debt, and the performance drivers behind them, in one place.
Where cash is generated, consumed, and tied up, and what the business can fund today.
Near-term pressure points, minimum headroom, and the conditions that would put liquidity at risk.
Every obligation, rate, maturity, and covenant consolidated so refinancing timing is visible early.
Compliance and coverage tested under realistic scenarios, so pressure is visible before it becomes urgent.
An estimate of the cash tied up in receivables, payables, inventory, and billing, and where to start.
How reliable current forecasts and financial reporting are, and what needs to improve first.
The few issues most affecting liquidity and financing options, ranked by impact and urgency.
Sequenced next steps, owners, and decisions required, with options for how Stratdel can support them.
A concise, decision-ready summary for the leadership team, owners, or board.
Agree on the decisions the assessment must support, the scope, the executive sponsor, and the information needed.
Collect financial statements, debt agreements, forecasts, aging reports, and operating data, and meet with the people closest to the numbers.
Build the fact base across cash, working capital, debt, covenants, forecasts, and operating drivers.
Isolate the few issues that matter most and connect each one to its cause, its effect, and a recommended action.
Walk leadership through the findings and the recommended path, and agree on what happens next.
Agree on the decisions the assessment must support, the scope, the executive sponsor, and the information needed.
Collect financial statements, debt agreements, forecasts, aging reports, and operating data, and meet with the people closest to the numbers.
Build the fact base across cash, working capital, debt, covenants, forecasts, and operating drivers.
Isolate the few issues that matter most and connect each one to its cause, its effect, and a recommended action.
Walk leadership through the findings and the recommended path, and agree on what happens next.
The financial and liquidity assessment is often where a broader Capital & Liquidity engagement begins. When the findings point to cash trapped in receivables, payables, or inventory, the work continues into working capital management. When they point to a need for ongoing finance leadership, it connects to the fractional CFO seat.
A business financial assessment is an objective review of a company's financial condition. Stratdel's assessment covers cash generation, working capital, debt and maturities, covenants, forecast reliability, and the operating drivers behind them. It isolates the few issues that most affect liquidity, performance, and financing options.
The output is a fact base and a recommended path, not a long report of everything that could be better.
A cash balance shows one moment. A liquidity analysis shows how cash moves: what comes in and when, what has to go out, how much headroom exists, and which pressure points are coming. It also accounts for available credit, covenant limits, and upcoming maturities.
A regular liquidity review tells leadership how much flexibility the business really has before a problem forces the decision.
No. An audit tests whether historical financial statements are fairly presented. A financial health assessment is forward-looking and decision-focused: it looks at what drives cash, what limits liquidity, and what leadership should do next.
Stratdel is also not an outsourced accounting or bookkeeping provider. We work alongside your accounting team, controller, and outside advisors.
Typically financial statements, debt and credit agreements, current forecasts or budgets, receivables and payables agings, inventory data where relevant, and time with the people closest to billing, collections, purchasing, and operations.
We work with the information available and note where gaps affect the findings. Weak or inconsistent data is a finding in its own right, and we tell you what it would take to fix it.
The assessment is designed as a short, concentrated diagnostic. Timing depends mainly on the size of the business, the number of entities and debt facilities, and how quickly information is available. We agree on the timeline and milestones at the start.
You get a recommended path with clear priorities and owners. Common next steps include a 13-week cash flow forecast, working capital improvements, refinancing readiness, or better reporting and finance processes.
Stratdel can lead the work, support your team, or hand off the plan. The assessment is designed to stand on its own, so your team can act on it with or without further support.
If you already know cash is tied up in receivables, payables, or inventory and the rest of the picture is clear, working capital management can start directly. If cash, debt, and covenant pressure are all in play, or the causes are unclear, the assessment comes first so effort goes where it matters.
A fractional CFO is an ongoing executive seat. The financial and liquidity assessment is a finite diagnostic with a defined result.
The two often connect. The assessment can clarify whether ongoing fractional CFO leadership is needed, and a fractional CFO engagement may begin with an assessment to set the baseline.
Yes. Lenders want a clear view of debt, maturities, covenants, coverage, and forecasts, and the assessment builds that view. It also shows what lenders are likely to question, which becomes the starting point for refinancing readiness.
Stratdel is not a lender, broker, or placement agent, and it does not earn commissions from financing.
The assessment is scoped around a defined result, so the commercial structure follows the scope. It may be fixed-fee, milestone-based, or time-and-materials depending on how certain the scope is. We agree on scope, timing, and fees before work begins.
When cash is tight, debt is expensive, or a major decision is coming, leadership needs facts before it needs answers. Stratdel builds the baseline, isolates the issues that matter most, and lays out the path forward.
Headquartered in Houston, Stratdel works with growth-oriented and middle-market organizations across the United States.
Let’s have a conversation — no commitment. Tell us what needs to get done, and let’s talk about how Stratdel can step in, own execution, and deliver results.
