Business Finance Never Felt This Clear
Most owners can't tell which activities actually generate profit. We show you exactly where money flows—and where it stops.
Start Your February 2026 Intake
You're Not Bad at Finance—You Just Can't See It
Last month I worked with a cafe owner who thought she was losing money. Turns out wholesale orders were profitable, but walk-in customers weren't covering labor costs during slow hours.
She had the data. She didn't have the structure to read it.
That's what we fix. Not your accounting—your ability to see patterns in transactions, spot which business activities drain resources, and understand cash movement before it becomes a crisis.
Real-time dashboards don't help if you don't know which numbers matter. We teach the interpretation layer most finance tools skip entirely.
Three Problems We Actually Solve
Forget the generic "better decision-making" pitch. Here's what really changes for Taiwan SMEs.
Activity-Level Visibility
You know monthly revenue. But can you tell which client types, service packages, or sales channels actually contribute margin? We map every transaction to its originating business activity, so you stop subsidizing loss leaders without realizing it.
Cash Flow Prediction
Invoices don't pay bills—cash does. We build models that show you payment velocity by customer segment, seasonal patterns in receivables, and exactly when working capital gets tight. No more scrambling for bridge financing you could have avoided.
Decision Frameworks
Should you hire now or wait? Take that bulk order at a discount? Expand the product line? We give you a structured way to evaluate financial trade-offs using your actual cost structure—not industry averages that don't apply to your situation.
The Activity Flow Model We Use
Traditional accounting groups transactions by category. We organize them by business activity—the actual work that generates revenue or incurs expense.
- Map every dollar to a specific business function: sales, fulfillment, support, acquisition
- Calculate true activity costs including allocated overhead, not just direct expenses
- Compare margin contribution across activities to find your profit engines
- Build scenario models that show financial impact before you commit resources
This isn't theory. It's the same framework corporate finance teams use, adapted for businesses without full-time analysts.
How We Build Your Analysis System
Activity Inventory
We list every distinct thing your business does that involves money. Not accounting categories—actual work processes. A restaurant might have: dine-in service, takeout, catering, wholesale supply. Each gets its own financial tracking.
Cost Attribution
Then we assign costs. Direct expenses are easy. The hard part is splitting shared costs fairly—rent, utilities, management time. We use driver-based allocation so overhead gets distributed based on actual resource consumption, not arbitrary percentages.
Margin Analysis
Now you can see true profitability by activity. Which ones subsidize the others? Where do you have pricing power? What's your break-even volume for each revenue stream? This changes how you think about growth.
Decision Integration
Finally, we connect this analysis to actual business decisions you face monthly. Hiring, pricing changes, capacity investments, customer acquisition spend. You learn to run the numbers yourself before committing to major moves.
What Changes When You Can See Flows
Manufacturing Workshop
A metal parts supplier discovered their rush-order service was unprofitable. Fast turnaround meant overtime premiums and disrupted batch efficiency for regular orders.
After seeing the numbers, they raised rush pricing by 40% and lost only two customers. Margin on those orders went from negative to their highest. Regular production flow improved because scheduling became more predictable.
Retail Chain
A cosmetics retailer thought their loyalty program drove sales. Activity analysis showed loyalty members had lower basket size and higher return rates than regular customers. The program cost more than it generated.
They redesigned it to reward purchase frequency instead of signup, which changed member behavior. Returns dropped, average order value increased, and marketing spend got redirected to customer acquisition instead of retention for the wrong segment.
From Business Owners Who Rebuilt Their Financial View
These aren't curated success stories. They're candid reflections from people who changed how they read their numbers.
I spent years looking at monthly P&L statements and feeling confused about why profit didn't match what I expected. The activity flow approach finally made it click—I was averaging across business lines that had completely different economics. Now I know which services subsidize others and can make informed choices about where to focus effort.
The biggest shift was learning to think in terms of cash timing, not just revenue recognition. We always had enough business—we just ran out of working capital because customer payment cycles varied wildly by segment. Once we mapped payment velocity to customer type, we could forecast cash needs months ahead and negotiate better with our bank. No more emergency financing at bad rates.
February 2026: Learn to Read Your Business
Our next program starts February 10, 2026. Eight weeks, online, designed for working owners who can't step away from operations. You'll build your own activity flow model using your actual financial data.
View Program Structure