Davis Financial Services  

As the founder of Davis Financial Services, I provide financial strategy consulting, team and board training, and coaching for finance professionals. As a strategic business partner , I drive tangible improvements in financial health and operational efficiency. I have a proven track record of optimizing profit margins, streamlining financial processes, and enhancing revenue management, all of which lead to higher profitability and better resource allocation. My experience in audit preparation and compliance ensures you’ll be fully prepared for external scrutiny, while my expertise in budget management will help you allocate resources more effectively and reduce costs. I bring a tailored, data-driven approach to each project, aligning financial strategy with a company’s unique goals to deliver sustainable results.. 

𝐑𝐞𝐬𝐮𝐥𝐭𝐬 𝐟𝐫𝐨𝐦 𝐬𝐮𝐜𝐜𝐞𝐬𝐬𝐟𝐮𝐥 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬 𝐈'𝐯𝐞 𝐥𝐞𝐝:
- 𝐏𝐫𝐨𝐟𝐢𝐭 𝐌𝐚𝐫𝐠𝐢𝐧 𝐈𝐦𝐩𝐫𝐨𝐯𝐞𝐦𝐞𝐧𝐭: Achieved a 15% increase in profit margins within the first 6 months.
- 𝐑𝐞𝐯𝐞𝐧𝐮𝐞 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭: Boosted revenue by 20% with a 10% reduction in unsold inventory. 
- 𝐏𝐫𝐨𝐜𝐞𝐬𝐬 & 𝐏𝐫𝐨𝐜𝐞𝐝𝐮𝐫𝐞 𝐔𝐩𝐝𝐚𝐭𝐞: Reduced month-end close time by 30% and improved accuracy by 25%.
- 𝐁𝐮𝐝𝐠𝐞𝐭 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭: Achieved 10% reduction in operating expenses while maintaining project impact.
- 𝐀𝐮𝐝𝐢𝐭 𝐏𝐫𝐞𝐩𝐚𝐫𝐚𝐭𝐢𝐨𝐧: Reduced audit-related delays by 40%, and audit result to zero major findings.
- 𝐅𝐢𝐧𝐚𝐧𝐜𝐢𝐚𝐥 𝐑𝐞𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐢𝐧𝐠: Improved cash flow by 25% in 1st quarter. Increased profitability in 6 months.
- 𝐅𝐢𝐧𝐚𝐧𝐜𝐢𝐚𝐥 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲: Secured $15M in funding with positive cash flow while scaling operations.
-𝐑𝐢𝐬𝐤 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐚𝐧𝐝 𝐂𝐨𝐦𝐩𝐥𝐢𝐚𝐧𝐜𝐞: Aligned finance compliance strategy with other business functions. 
- 𝐏𝐨𝐬𝐭 𝐌𝐞𝐫𝐠𝐞𝐫 𝐈𝐧𝐭𝐞𝐠𝐫𝐚𝐭𝐢𝐨𝐧 (𝐏𝐌𝐈): Managed finance process and reporting integration post merger.

Founder

Citigroup

- Collected, organized and input information into digital database. 
- Troubleshot and resolved problems with programs and systems. 
- Created reports detailing findings and recommendations. 
- Performed in-depth analysis to solve diverse problems with program implementation and operations.
- Assisted with improvements to operations by showing clear connection between current policies and
   business results.
- Created and maintained detailed financial reports.

Operations/ Internal Controls - Global Loans Division

JP Morgan

- Monitored progress on implementation of risk prevention actions. 
- Assisted with analysis and data gathering in support of risk assessment. 
- Accurately assisted in internal and external audit reports with proper analysis and documentation.
- Analyzed system risk to identify and implement appropriate security countermeasures.
- Made recommendations to improve security procedures and systems.

Private Banking Back Office Ops

Bank of America

- Processed financial aid documents and completed basic verification of information.
- Verified and updated account information to keep details current. 
- Verified accuracy of accounting deposits and disbursements. 
- Produced monthly and quarterly and year-end reports.
- Managed trust back office operations integration post bank mergers.

Trust Back Office Ops - Asset & Wealth Management

My goal is to transform finance from a back office operation to the center of business

I specialize in corporate finance strategy consulting and steering organizations through complex change management processes. 

𝐊𝐞𝐲 𝐒𝐞𝐫𝐯𝐢𝐜𝐞𝐬:

Corporate Finance Strategy Consulting: 
Helping companies leverage finance as a strategic tool for growth and operational efficiency.
I manage finance related change management projects, design and implement tailored strategies that align with organizational goals.

Finance Function Optimization: 
Streamlining back-office operations, updating systems, processes, and procedures to enhance performance.

𝐌𝐲 𝐁𝐚𝐜𝐤𝐠𝐫𝐨𝐮𝐧𝐝:
With over 15 years of diverse corporate finance experience, I bring deep expertise in transformational back-office operations, internal controls., and finance strategy planning. I thrive on creating solutions that address unique challenges and capitalize on emerging opportunities. I pride myself in delivering top-tier consulting services, and leverage my deep expertise in financial analysis to craft strategies that optimize performance, manage risks, and enhance value.

𝐀𝐩𝐩𝐫𝐨𝐚𝐜𝐡:
My work style is a hands-on, personalized approach. I believe in fostering strong partnerships with clients, working closely to understand their needs and deliver impactful results.

The 3 Stages of Finance Operations. 

Why it’s okay if you’re not at Stage 3 yet.

For most founders or CEOs, finance operations isn’t usually top of mind, but as you grow, I guarantee you it will be. 

Every business goes through a financial journey.

It doesn’t start perfect. It doesn’t have to.

Here’s what it often looks like:

Stage 1: Messy & Manual
Everything feels reactive.
   - Reports live in spreadsheets.
   - A few people wear too many hats.
   - Billings, expenses, and reconciliations all compete for attention.

One client had everything running off a single spreadsheet. Billing, payroll, and reporting. Only two people knew how it worked, which meant if one was out, the whole process stalled.

To move forward:
   1. Document your processes (even if rough).
   2. Prioritize timely reporting over perfection.
   3. Identify one or two areas where automation could save hours.

Stage 2: Cleaner & Structured
You’ve outgrown the chaos.
   - Some automation in place.
   - Dedicated finance roles.
   - Reports give more clarity, but gaps still exist.

Another client hit this stage when they invested in automation and hired a dedicated finance manager. Suddenly, invoices weren’t getting lost, cash flow became predictable, and leadership had clarity on performance.

To move forward:
   1. Standardize processes across the team.
   2. Build reporting dashboards that link finance to operations.
   3. Start shifting conversations from “What happened?” to “What’s next?”

Stage 3: Strategic Partner

This is where finance transforms into a business engine.
   - Holistic communication across teams.
   - Finance fuels decision-making.
   - The focus is on strategy, leverage, and growth.

A client in Stage 3 embedded their CFO in leadership meetings. Finance wasn’t just tracking, it was shaping the future. They used scenario planning to model growth paths, acquisitions, and market expansion

To keep advancing:
   1. Embed finance in leadership discussions.
   2. Use scenario modeling to drive strategic choices.
   3. Align KPIs to company-wide goals, not just financial outputs.

Wherever you are on this journey, it’s okay. What matters is not staying stuck. 

Every stage has its role, and every business can move forward by making the right next decision.

Which stage feels most like your business right now, and what immediate steps can you take to more forward?

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Beverly Davis

Finance Ops Consultant for mid-market companies. | Founder, Davis Financial Services | Helped 50+ businesses align finance strategy with growth goals.

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Every founder or CEO wants their business to grow.

But growth doesn’t just happen—it’s planned.

I worked with a SaaS founder a while ago who told me they were aiming to grow revenue by 25-30% within a year. But when I asked him where would revenue actually be coming from, he didn’t know. 

So, we dug in, here’s what we found:

   - 80% of their revenue was tied to renewals, but there were no upsell or expansion targets
  - New hires and technology were a main focus, while churn was quietly eroding ARR
  - The team was burning out chasing growth that wasn’t sustainable

Here’s what we did next:

   - We mapped their customer base
   - Built a clear revenue mix model
   - Defined exactly how much would come from expansion vs. acquisition. 

Within 12 months, 40% of their growth came from existing customers, and churn dropped by half.

The results were:
   - Substantial predictable ARR growth
   - A stronger valuation story
   - A team executing with clarity vs chaos

Here’s the truth about revenue growth:
If you can’t point to the source of your growth, you don’t have a plan. And without a plan, you can’t build a company that scales.

Something for founders and CEOs to think about; if you were asked today, could you point to your next source of growth?

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Everyone talks about planning or strategy, but rarely both.

Ignoring their link makes both weaker, not stronger.

A plan is the how. Strategy defines what and why.
There's no doing one without the other.

Strategy comes first and must be rock-solid before planning. 
Too many leaders jump straight to "how" without nailing "why." 

70% of your time should be on strategic thinking, and 30% 
on planning. And they should be done consecutively If you're doing it right.

To be successful at both, you have to understand their differences.

I built a framework to bridge that gap.
Here's the elements of strategy and planning in eight steps.

STRATEGY:  
Step 1: Define the Arena
  - Where will you compete?  
  - What game are you playing? The competitive dynamics  
  - What's your aspiration? The measurable outcomes  

Step 2:  Competitive landscape: 
  - Who are the players and what are their moves?
  - Market forces: What trends, disruptions, and shifts create opportunity?
  - Internal capabilities: What are your unique assets and competencies?
Step 3: Choose Your Approach

  - Where will you play? Select specific battles you can win
  - How will you win? Your differentiated value proposition 
  - What won't you do? The deliberate choices to focus your resources

Step 4: Challenge assumptions: 
  - What must be true for this strategy to work?
  - Stress test scenarios: How does your strategy perform under different conditions?
  - Validate differentiation: Why can't competitors easily replicate your approach?

PLANNING:  
Step 5: Break Down the Strategy
  - Strategic pillars: 3-5 major themes that support your strategy
  - Key initiatives: The big bets and programs that advance each pillar
  - Success metrics: Leading and lagging indicators that measure progress

Step 6: Sequence and Resource
  - Timeline: Logical sequence of initiatives with dependencies mapped
  - Resource allocation: Budget, people, and assets assigned  
  - Quick wins: Early victories that build momentum and credibility

Step 7: Build Execution Systems
  - Governance structure: Decision rights, meeting cadence, escalation paths
  - Progress tracking: Dashboards, reviews, and course-correction  
  - Communication: How strategy translates through organizational levels

Step 8: Launch and Adapt
  - Implementation sprints: Break execution into manageable phases
  - Learning loops: Regular assessment and strategy refinement  
  - Cultural alignment: Ensure behaviors and incentives support direction

The Integration Imperative
Strategy without planning is wishful thinking. Planning without strategy is 
busy work. The sweet spot is when both work together. 

Master this framework, and you transform your team from someone just
creating plans into a team that drives strategic planning.
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Most CEOs have no idea how complex finance gets at $10M ARR… 

until they hit it.

At $1M, you can manage with spreadsheets, gut instincts, 
and a really good bookkeeper.

At $10M, suddenly:
  - Cash flow turns into a puzzle
  - Revenue recognition isn’t straightforward
  - KPIs multiply overnight
  - Hiring mistakes cost six figures
  - Compliance & audits become real risks

Growth doesn't make finance easier. 
It makes it more complex.

Hit $10M ARR unprepared, and finance becomes a bottleneck.
I help companies turn finance from a bottleneck into a growth driver 
by building the mindset, systems, and habits they need.

Here’s three ways I do this:
1. Shift the mindset → What does your data mean for growth?
2. Upgrade the systems → Replace messy workarounds with scalable workflows that deliver speed, accuracy, and visibility.
3. Build growth habits → Implement weekly and monthly meetings
(dashboards, KPI reviews, cash flow check-ins) that make finance part 
of strategic conversations.

Finance isn’t just numbers, it’s strategy, foresight, and discipline.
It’s being honest about whether your finances are a driver, or your 
biggest constraint.

Is finance helping you move faster, or slowing you down?

Poor financial reporting derailed $50M+ deals last year.

Yet many CEOs still wing cross-border accounting.

Each African market has unique financial reporting rules.
Even countries using the same standards interpret them differently.

Here are some basic differences to expect and how to prepare.
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US vs Africa Financial Reporting

65% of founders & CEOs struggle to scale finance.

Build ops first, or growth will break you.

I get asked by founders and CEOs all of the time; 
"How do I build finance operations that will scale." 

Start small, but strong. 
Build a solid foundation before you start layering.
The stronger your base is, the more it can carry as you grow.

Here's my blueprint to scale Finance Ops in 3 moves (no bloat, no chaos)

Step 1: Automate Everything Repetitive
   • Data: Pull, validate, reconcile—ERP, CRM, banking, spreadsheets.
   • Processes: Approvals, invoicing, expense management, reporting.
   • Communication: Reminders, notifications, cross-team updates in    
      Slack/Teams/email.
   • Automate everything repetitive so your team can focus on judgment, 
      not busywork.

Step 2: Build a Small, Elite Team. Hire Builders, Not Processors
   • 3–5 skilled finance ops engineers or automation-savvy FP&A leads.
   • Focus on building intelligence, not headcount.
   • Introduce automation in co-pilot mode to help get work done faster 
      without taking control away.

Step 3: Measure Real Impact
   • Close in days, not weeks.
   • Spot errors before they cost you.
   • Finance becomes a growth partner, not a bottleneck.

Start here with these three steps every growing business needs.

Finance ops isn’t just numbers. It’s the engine that drives growth.

If your business is growing, but your team isn’t delivering insight, speed, 
and confidence, it’s not a team problem, it’s a process problem.

Rethink, automate, and scale.
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Founders & CEOs waste 50% of their time fixing operations.

Your biggest bottleneck isn’t time, it’s weak systems.

Systems free you from being the bottleneck. They turn recurring 
problems into repeatable processes, replace constant decision-making 
with clarity, and allow teams to operate at a higher level.

Leadership isn’t about doing more. It’s about designing systems 
that multiply your impact.

Here's three high-leverage systems that free up time and multiply impact:

1. Decision-making frameworks – Create clear criteria for common  
decisions so work can flow  without waiting for approvals.
      • Establish decision thresholds – Spending limits and approval levels.
      • Create decision trees – Map out common scenarios with clear if/then 
         outcomes your team can follow.
      • Establish escalation rules – Define when decisions need CEO 
         input vs. when teams can proceed

2. Meeting rhythms – Replace scattered check-ins with a consistent 
cadence (weekly meetings, monthly reviews, quarterly strategy sessions).  
     • Anchor a weekly leadership meeting with a set agenda.
     • Batch updates into monthly and quarterly reviews.
     • Protect 2-4 hour blocks for deep work off-limits for meetings.

3. Reporting dashboards – Set up automated reports on cash, 
    sales pipeline, and key KPIs.  
     • Automate core metrics: cash, pipeline, KPIs.
     • Give every leader access—no bottlenecks.
     • Discuss what needs to be done, not what happened.

With these in place, your company runs without micromanaging,
and you get back more time in your day.

Stop fighting fires. Start building systems that scale.
Otherwise, you’ll always be too busy fixing problems to build real growth.

What’s one fire you keep fighting that a system could solve?
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