Consumer goods financials are uniquely complex — trade spend, slotting, retail margins, manufacturing variances, and channel mix all need to come together in a coherent P&L.
CPG isn't a margin business by accident. The brands that win are the ones that understand every layer of cost and pricing.
CPG companies operate at the intersection of manufacturing economics, retailer dynamics, and consumer behavior. Get any one of those wrong and the math falls apart.
The finance work is multi-layered. You're managing COGS variances at the production level, trade spend and slotting at the retailer level, marketing efficiency at the consumer level, and channel mix across DTC, wholesale, and retail. Each of those is its own discipline.
We've worked with CPG brands across food, beverage, beauty, and household categories — helping them build the financial muscle to manage margin compression, plan inventory builds, and structure capital for retail expansion.
The financial conversations that matter most for consumer goods brands at every stage.
Modeling the true cost of slotting, MDF, promotions, and trade spend — with ROI analysis that informs the next negotiation.
Standard costing, COGS variance analysis, and unit economics that account for raw materials, labor, freight, and overhead.
True profitability by retailer — net of trade spend, returns, deductions, and chargebacks. The numbers behind the relationship.
DTC vs. wholesale vs. retail — understanding the margin profile and growth trajectory of each, and how they fit together.
Production planning, inventory financing, and the working capital strategy required to scale a physical-product business.
Price elasticity analysis, promotional planning, and the financial framework for pricing decisions across channels.
Concrete examples of how strategic finance work shows up in consumer goods businesses.
Knowing — actually knowing — which retail accounts make money and which ones are loss leaders. Then doing something about it.
Trade spend deployed as an investment with measurable ROI, not as a cost of doing business with retailers.
Production plans that align with demand forecasts and working capital realities, not retailer pressure or wishful thinking.
The financial story and structure to fund retail expansion, new product launches, or strategic acquisitions.
Most CPG engagements start with a margin and channel diagnostic — clarifying which parts of the business are working and which need rethinking.
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