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We put your numbers in order, build or correct the strategic plan with you, and keep both on course — every month.
Executives with 15+ years in the role
Three practices, one team
We measure against your baseline
Start with what hurts most today. All four end at the same table: the monthly review.
Reliable management numbers every month, reconciled with your accounting, and the real profitability of each customer, product, channel or project: what each one leaves you, and what to push, fix or drop.
DBNG ControlIf your plan lives in a slide deck or in the mind of whoever runs the company, we turn it into decisions with you: what to bet on, what to drop, how much to invest, who owns each initiative and what to do if the context changes. Then we measure it every month against what actually happens.
How we build the planYour key indicators, with control dashboards and artificial-intelligence agents that flag what moves away from the plan and provide the evidence for the monthly review.
How the tracking worksSenior executives who review execution and the numbers with you at the monthly meeting, and stay with you for what comes next: margins, financing, operations, growth. Without replacing anyone.
STEER PartnerWe also help with
How we work
Read-only access to your accounting and operations; every number tied to your books, and a baseline set in the first weeks.
Working sessions with your leadership: the plan stays yours, in writing, with an owner for each initiative.
Your team executes. We monitor the indicators and review them every month with your fractional CFO.
Your team implements what you decide. We keep the numbers current, track the indicators and every month we sit down with you to decide the next step: what is happening, what the options are and which one we recommend.
Nobody else sees the numbers, so every decision comes back to the same desk. KPIs with owners, decisions with thresholds and a cadence that let leadership delegate without losing control.
The plan exists; the results do not follow. Where the cause sits — strategy, execution or finance — and a plan that stays live: scenarios, measurable triggers and a course correction when the context moves.
Turning the investment thesis into a measurable value creation plan: KPIs, owners and a management cadence from the first 100 days.
First the diagnostic. Then, month by month or by project, as the business requires.
To begin
The diagnostic is yours, whether or not you work with us afterward.
Executive Snapshot 1–2 weeks
How ready your data is, where your company stands today, and what it needs, in what order.
Blueprint 3–5 weeks
Where value is created and destroyed, what each customer, product and channel actually leaves, and the plan to create value.
Month by month
Clear numbers, every month.
Monthly
Numbers and decisions, with your fractional CFO.
Monthly, plus a cash check every two weeks
The strategy, alive.
Monthly, plus a cash cut every two weeks and a quarterly review
Scope and price are agreed with you in writing before each step. If we ever part ways, the plan, the numbers and the documentation of your monthly routine stay with you.
By project
Engaged on their own, or from any level:
Where to play, how to win and where value is created — a strategy kept live as the context moves.
The standard: business decisions with the analytical rigor of the global strategy firms.
The economics behind every decision: where the company makes money and what its invested capital returns.
The standard: the financial discipline of a large corporation, sized for the mid-market company.
The management control system, implemented on the systems you already have — one version of the numbers across the company, and a layer of AI agents watching the plan.
The standard: the same management control a large corporation has, built on the systems the mid-market company already runs.
All three practices share one foundation: your company’s data, organized and active. That is why they can be engaged separately — and why they multiply in value when they work together.
The method
Your team at the wheel. A method to steer by.
Decide where to play: markets, value proposition, resource allocation.
Turn strategy into numbers: cause-and-effect map, KPIs, targets, owners.
See where value is created and destroyed: profitability by customer, product and channel.
Measure every result against your baseline: tracking, live dashboards, facts over opinion.
Adjust course on time: scenarios, measurable triggers, pre-built playbooks.
The golden rule behind every deliverable: what decision changes as a result of this analysis? Each one passes internal quality review, and every result is documented against the starting point.
The entry point
Every relationship with DBNG begins the same way: by measuring. In one to five weeks, depending on the depth you choose, we map how your company makes money — where value is created and destroyed, what each customer, product and channel actually leaves, and what information your leadership uses to decide — against your own baseline.
You receive:
Two depths: Executive Snapshot, 1–2 weeks · Blueprint, 3–5 weeks
The diagnostic is yours, whether or not you work with us afterward.
Request the diagnosticEvery DBNG engagement is led by senior fractional executives — finance and operations executives, fractional CFOs and COOs — with 15+ years in those roles, who join the engagement when the scope requires it.
Senior talent without process is as risky as process without talent. Every engagement follows the STEER Method, with internal quality review ahead of each delivery and one partner accountable end to end.
The data and AI-agent layer we build on your systems keeps the strategy under review; the executives bring the judgment. You engage an agreed, written scope, measured against your baseline.
When the plan calls for reliable numbers, we produce them ourselves: the monthly service — DBNG Control, DBNG Direction or STEER Partner — keeps your management numbers, your forecast and your monthly decision meeting under the same standard and the same measurement, on that same layer, with your fractional CFO.
The Firm
DBNG works with senior fractional finance and operations executives and with a layer of data and AI agents built on each client’s own systems. Those two things make it possible to deliver to a mid-market company the same standard of work as to a corporation.
Those answers are what running the company takes today, and they back you in any conversation with an investor.
Request the diagnosticWhat will make your company worth more over the next three years?
Which clients are profitable, and what depends on you?
Would your numbers withstand a buyer's scrutiny?
Before your first month you get the plan in writing: process, calendar, deliverables and the quality review that runs ahead of every delivery. We show it to you in the first conversation.
Before the first month, we measure where your company stands: where it makes and loses money, how much of its plan is being met, and what information it decides with. Every month afterward is compared with that starting point.
Your account is run by a named fractional CFO, and by a named fractional COO as well when the service you engage includes one. They are executives with 15+ years in those roles.
The plan, the numbers and the documentation of your monthly routine. On your data, with your team trained to use them — if we ever part ways, you keep all three.
Thirty minutes to see if this is for you.
Tell us what decision lies ahead and where your numbers stand today. We reply with next steps.
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