DRHMC Deroald R. Hopkins Management Consulting Sample data — for demonstration

Executive Dashboard — Craig’s Design & Landscaping Services

FY2026 · actuals through August, forecast Sep–Dec · controlled numbers from QuickBooks Online
Scenario

What your numbers are telling you — the advisor’s read

The read a bookkeeping report or a standard financial won’t hand you — four things this year’s numbers are actually saying about the business.

Growth lever

Capacity is running hot

Your crews are booked to about 86% of what they can handle, against a healthy target near 75%. You’re close to the ceiling — the next stretch of growth takes a 4th crew, not just more demand. That’s a hire-ahead-of-peak decision, not a mid-season scramble.

Capacity model · tab 63
Watch

A strong top line is hiding margin pressure

Revenue is running about +1.5% ahead of plan — but the bottom line isn’t following. Job materials came in at 29–31% of revenue against a 28% plan, quietly eating the gain. A P&L shows the beat; only the driver model shows why it didn’t reach profit.

Variance · tab 30
Risk

Revenue leans on a few customers

Your top five customers make up roughly 46% of revenue. That’s a lot riding on a short list — if one slows, you feel it right away. Worth a deliberate plan to broaden the base before it’s forced on you.

Customer economics · tab 10 · auto-flagged on 35
Watch

The cushion is thinner than it looks

You cover all your costs at about 86% of revenue, so the margin of safety is slim. On the base case, net profit lands near 6.7% — workable, but a soft season leaves little room to absorb surprises.

Break-even · tab 33
Recommended next steps — the play from here
Now
Reset materials to the 28% plan. Re-quote your top three suppliers and give each crew a per-job material budget. Materials ran 29–31% this year — closing that gap is worth roughly $5–15k straight to profit with no new sales. The fastest path to making budget.
Before spring
Line up a 4th crew. Crews are near capacity, so booked hours — not demand — are the ceiling. Adding a fourth crew or a seasonal sub ahead of peak lets you plan a bigger year instead of turning work away.
This quarter
Tilt the mix toward design. Design contributes ~60% versus ~48% on installation. A modest price step on design and a few more design-led jobs lift blended margin without adding headcount — better unit economics on the same crews.
Next 90 days
Add 2–3 recurring accounts. A couple of commercial maintenance contracts trim top-5 concentration below 40% and smooth the winter dip — steadier revenue that makes next year’s plan easier to beat.

Sequenced over the next quarter, these tighten unit economics and rebuild the cushion — the move from making budget to beating last year. This is the work a fractional CFO leads, not a bookkeeping report.

Illustrative read on the sample company — the same analysis runs on your real QuickBooks numbers once we’re connected.

Revenue — Actual vs Budget vs Forecast

FY Revenue Mix

13-Week Cash Runway

Base-case liquidity. Low point in week 6; stays positive across the horizon.

Contribution Margin by Line

Design carries the richest margin; product resale the thinnest — mix drives the bottom line.

Variance — Full Year vs Budget

MetricForecastBudgetVar

Watch List

SignalReadingStatus