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We install an EOS-aligned operating system so your leadership team runs on a shared structure instead of the founder's memory and instinct. That means one agreed vision, a weekly meeting rhythm, a scorecard, and quarterly priorities that turn direction into execution. The goal is a company that runs on a system, with clear roles and accountability that holds.

It is for owners and leadership teams who have outgrown informal management — competing priorities, stalled accountability, and growth that has outpaced structure. The clearest signal is when the team knows where it wants to go but cannot consistently get there because the company still depends on the founder's recall and judgment. If that describes your leadership meetings, you are the right fit.

We work in four stages: Align on direction and priorities, Install the tools that turn vision into weekly execution, Strengthen the team by surfacing and fixing the issues holding you back, and Transition through quarterly and annual checkpoints. It runs on full-day sessions followed by that quarterly and annual rhythm. It is designed to end — we right-size the work with a clear path to running it yourselves.

You get one shared vision your leaders agree on, real traction where priorities are executed week to week rather than just discussed, and a healthier team with clear roles and ownership that sticks. You also get a scorecard that leads — numbers that flag problems before they become crises. The end state is a company that runs on a system, not on the founder.

Every engagement is led by a senior partner who has sat in the operator's chair — never handed to junior staff. We have run companies on these systems ourselves, so we know what makes them stick versus what fades after the first quarter. If the deeper need is leadership and org structure, our leadership development work often pairs well with this.

Most offsites produce a document that does not survive contact with the day-to-day. We start with a diagnostic of your business, market, and financials before setting priorities, then tie each priority to what the company can actually fund and sustain. We also install the accountability and review cadence that keeps the plan alive well after the offsite ends.

It is built for owners and leadership teams of mid-market companies who need to set direction, resolve competing priorities, or prepare for growth or transition. The right moment is when priorities are competing, growth or a transition is on the horizon, and your last plan did not hold up against daily operations. If a sale or ownership change is the driver, our value maximization work pairs naturally with the planning engagement.

A roadmap of a few clear priorities that the whole leadership team owns, grounded in what the company can fund and sustain. Every priority carries a named owner and a deadline, and competing bets are resolved so resources go where they count. You also get a review cadence that keeps the plan on track through the year rather than a binder that goes on a shelf.

We move through four stages: Diagnose the business, market, and financial picture; Align leadership by surfacing the real tradeoffs and building genuine buy-in; Commit by tying each priority to what the company can fund; and Execute by installing accountability and a review cadence that outlasts our involvement. The plan is tailored to your path, whether that is growth, value maximization, or transition.

Every engagement is led by a senior partner, so the seniority that shapes your strategy is the same seniority in the room, not handed off to junior staff. We facilitate the sessions ourselves and surface the tradeoffs directly. Since 1983 we have planned for companies in growth, in transition, and under pressure.

It is a focused program to grow what a buyer will actually pay for your company, not just current earnings. We benchmark today's value against what it could be worth, then work the specific operational and financial levers that move a valuation — margin, growth, customer concentration, working capital, and management depth. The goal is a defensible higher multiple that holds up under scrutiny, not cosmetic improvements.

It is built for owners and management teams planning to sell, recapitalize, or transition within a few years — and for shareholders who simply want the company worth materially more. The best time to start is while a sale or transition is still a few years out, when today's earnings and multiple will not yet command the price you want and it is unclear which levers close the gap. Starting early gives the runway to prove real gains before you are at the table.

You get a clear value map with line of sight from today's value to what it could be, a prioritized set of the levers buyers price, and senior-led execution driving measurable gains against those metrics. Just as important, the improvements are documented so they survive buyer scrutiny in diligence and read as earnings quality rather than a story. The outcome is entering a process from strength, with a deeper management bench and defensible value gains.

Since 1983, every Inglewood engagement has been led by a senior partner and staffed only by experienced professionals — the senior partner leads the work and never delegates it. Because we sit on both sides of the table, we see your business through a buyer's lens and prioritize the drivers a buyer will actually pay for. That perspective is what keeps the improvements defensible when a buyer's team pressure-tests them.

The work is timed to the exit: we align the runway to the deal, coordinate exit planning, quality of earnings, and valuation, and make sure the gains are provable when diligence begins. That way the value you built is recognized at the table rather than discounted. It pairs naturally with our exit planning work when you are ready to move toward a transaction.

It measures the distance between the values a company states and the experience people actually live day to day, then turns that gap into a practical plan. We work through four stages: confidential interviews and observation to audit the culture, isolating the specific points where performance leaks, tying those findings to operating and financial outcomes, and delivering a sequenced plan leadership can execute. The point is not a morale score but an objective read connected to how the business performs.

Owners and leadership teams who sense that talent, communication, or accountability is holding the business back but cannot name the cause or count the cost. If you can feel friction but cannot point to where it starts or what it is costing you, this work makes it visible. It is built for leaders, not just HR.

The high-value moments are growth, transition, succession, or stalled performance — the points where getting the people side right decides whether the strategy lands. If a change is coming or a plan is failing to take hold despite sound strategy, that is usually a culture signal. Engaging before those moments compound is far cheaper than fixing them after.

A written assessment with sequenced, prioritized next steps that leadership owns and can run — not a binder that sits on a shelf. You also get an evidence-based read of organizational health, the friction points that quietly push good people out, and culture findings tied directly to dollars and performance. The deliverable is a plan you can act on, connected where useful to EOS, coaching, and strategic planning .

Every assessment is led by a senior partner who has run organizations through turnaround, transition, and growth, so the read is grounded in operating reality rather than HR theory. We treat culture as a value driver and tie people issues to enterprise value, not as a soft afterthought. That combination — senior operator judgment plus a link to the numbers — is what makes the findings credible to owners, boards, and lenders.

The work is confidential, one-on-one, and led by a senior partner who has held both operating and advisory seats, not delivered by a junior coach working from a leadership framework. Since 1983, every Inglewood engagement has been partner-led rather than delegated down a staffing pyramid. It is anchored to your P&L and operating reality, so the conversation stays on the actual decisions in front of you.

Owners, CEOs, and senior executives who are stepping into a larger mandate, in transition, or carrying a high-stakes period in the business. The typical trigger is when the mandate has outgrown the playbook: decisions are heavier, the circle you can speak candidly with is smaller, and a misstep now carries real cost. If you have grown past the point where anyone around you will tell you the hard truth, that is the moment this is built for.

Before a high-stakes stretch tests you, not in the middle of it. Common entry points are a new or expanded mandate, a leadership transition, or a period where the cost of a wrong call has climbed sharply. Engaging early gives you a trusted sounding board to test hard calls before you make them, and time to build team capacity before pressure exposes any gaps.

It moves through four stages: grounding the work in your operating and financial reality, sharpening judgment against live decisions, applying it through high-stakes moments with candid counsel on hand, and sustaining capacity that outlasts the engagement. Progress runs against defined milestones, in individual or team formats, so movement is visible rather than a feeling. The intended outcomes are sharper decisions under pressure, steadier judgment in transition, and a stronger bench around you.

That is the point of the Apply stage: candid, direct counsel from a partner who has sat across from the same decisions, available when the stakes are highest rather than only in scheduled sessions. Because the aim is durable self-awareness and judgment, the capacity is meant to outlast the engagement itself. For pressure that also shows up in the numbers and operating cadence, it pairs naturally with our advisory work .

It is a structured engagement to find where your next stage of growth will come from and then build the plan, discipline, and structure to reach it. We work in four phases: clarify the credible sources of growth, align strategy, operations, and the team behind them, build the reporting and controls to scale, and execute a sequenced roadmap through completion. The goal is growth that holds on a stronger foundation, not more effort against strained systems.

It is for owners and leadership teams of mid-market companies whose momentum is outrunning their structure — rising revenue, strained systems, and the limits of what got them here. If effort alone is no longer moving the business forward, that is usually the signal. These are companies at an inflection point that need a deliberate path to the next stage rather than another push.

The right moment is when you have reached the limit of what effort alone can deliver and scaling further clearly depends on a stronger foundation. In practice that often shows up as revenue climbing faster than your reporting, forecasting, and controls can keep up. Engaging before those cracks widen lets us put the discipline in place while there is still room to plan rather than react.

You get a credible growth plan grounded in real sources of growth rather than a wishful list, plus reporting and forecasts leadership can actually run on. Alongside that, we build the financial discipline that holds as revenue climbs and shape a leadership structure ready for the next stage. The through-line is control as you grow — the next stage built on structure, not on more effort.

A senior partner leads every engagement with a lean, senior-only team — the people advising on your growth are the ones doing the work, and they stay engaged from plan through execution rather than at a distance. Inglewood has guided mid-market companies through inflection points since 1983. When the plan calls for tighter financial visibility and controls, that work connects naturally with our financial discipline advisory .

No. We focus on removing routine, low-value work so your people can spend their time where it matters — with better information and faster decisions.

We start from ROI: we identify the use cases with the clearest return, prove value quickly, and scale what works — rather than chasing hype.

Pilots stall when they are chosen for novelty rather than payback, and when nobody owns them after the demo. We map your workflows first and prioritize use cases by return and risk, so what we pilot is worth scaling. We measure it, scale what works, and retire what does not. Then we embed it into how the business actually runs, with your team trained to own the capability — not a pilot that depends on outside help to stay alive.

No. We are operators, not vendors. We have no software to sell and no implementation fees tied to a specific platform, so tool, vendor, and build-versus-buy decisions get evaluated on the merits and nothing else. We recommend what fits your business, integrate it into how you actually run, and measure the payback. If it does not work, we say so — which is a conversation a vendor with a license to sell is not in a position to have.

Guardrails are part of the work, not an afterthought. We train staff and establish standards for data, security, and quality as the capability goes in, so the team uses AI confidently and responsibly. You end up with a prioritized roadmap tied to dollars and timing rather than technology trends — which is also the answer when the board or investors ask what your AI strategy is. It pairs naturally with our board advisory work when that conversation is a governance question.

We work with presidents, boards of trustees, and senior leadership teams at tuition-dependent colleges and universities. The engagements that fit best involve enrollment pressure, financial stress, institutional repositioning, or a leadership transition — the situations where an experienced, independent perspective changes the outcome rather than simply confirming what is already known. If the scale of change required exceeds what internal resources can navigate alone, that is the point at which we are useful.

Our higher education advisors have served as university presidents — growing endowments by 50%+, sustaining average annual budget surpluses, and securing millions in gifts and grants during some of higher education's most difficult years. We hold finance MBAs and research doctorates and have taught strategy, negotiation, and leadership at nationally ranked business schools. We bring the perspective of someone who has led from the inside, and the discipline to help others do the same.

We start with a rapid diagnostic of financial position, enrollment trends, academic portfolio, and organizational capacity, so there is a clear-eyed picture of where the institution stands and what it can sustain. From there we define the strategic choices: what can be sustained, what must change, and where mission and market align. Only then does execution begin — restructuring costs, repositioning programs, and building an enrollment strategy the institution and its board can actually commit to.

That is one of the clearest reasons to bring in an outside voice. Boards and executive teams often need independent perspective on a plan management has presented — not to overrule it, but to test it honestly and give everyone the same picture of the facts. Building the board and leadership alignment required to act decisively is part of the work, not a byproduct of it. Institutions come out of it with boards aligned, leadership strengthened, and institutional identity sharpened.

No. The goal is operational cost reductions achieved without mission compromise, which is a different exercise from across-the-board cuts. We evaluate the academic portfolio and reposition programs where mission and market align, so the institution is stronger rather than simply smaller. The intent is to leave you with cleaner governance and the financial and strategic discipline to sustain progress independently. It pairs naturally with our board advisory work when governance is part of the question.

It is senior-led work to move a business from a cash crisis to a credible recovery — stabilizing liquidity, restoring profitability, and earning lender confidence. The engagement runs through four stages: stabilize cash, restructure costs and working capital, align lenders and stakeholders behind a plan, and recover to a stable business. The measure of success is results, not a shelf of deliverables.

The critical window is when cash is tightening, the lender wants a credible plan, and every week of drift burns runway and narrows your options. It is built precisely for owners, CEOs, boards, and lenders facing a cash crisis, covenant default, mounting losses, or a forbearance deadline. Engaging while there is still runway to work with gives the recovery the most room; the confidential cash and viability review is designed to happen this week, not next.

Stabilized liquidity with cash under control and the business still operating, restored profitability with losses stopped and margins rebuilt line by line, and a bankable plan that lenders and stakeholders stand behind. The intent is to keep the business intact and preserve value for owners rather than force a sale. A defensible 13-week cash forecast anchors the whole effort.

The first stage builds a defensible 13-week cash forecast to protect liquidity fast and keep the business operating while the deeper fixes take hold. It also becomes the basis for direct, credible dealings with the lender that secure recovery runway. From there the work resets cost structure, working capital, and underperforming product lines.

National turnaround firms bill at rates a distressed business can rarely justify, and much of that cost funds a bench rather than the fix. Inglewood pairs four decades of turnaround experience with senior-only, low-overhead teams, so capital goes to the recovery instead of the overhead — the senior partner who scopes the work is the one doing it. If the underlying issue is broader ownership or leadership change, our succession work can pick up from there.

As receiver, we take custody of a distressed business or property under court order, secure its assets, cash, books, and access, and stabilize operations so value stops eroding. From there we operate, sell, or wind down the enterprise — whichever recovers the most for stakeholders — and account to the court and counsel throughout. The receiver answers to the record, not to prior ownership.

The request usually comes from secured lenders, creditors, and the attorneys who represent them when a borrower has defaulted and collateral is at risk. Courts also seek a qualified receiver on their own when ownership can no longer be trusted to preserve value. In both cases the goal is putting an independent party in control before there is nothing left to recover.

The moment collateral is at risk and value is eroding daily is the point to act — waiting rarely improves recoveries. Once a borrower has defaulted and ownership is no longer preserving the asset, an independent party in control protects cash, books, and operations before they slip away. If a full receivership is not the right remedy, we weigh it against the alternatives rather than defaulting to it.

You get assets, cash, and books secured before they can be lost, and a recovery path — sale, return, or wind-down — run to maximize proceeds. Just as important, the court and counsel receive disciplined, defensible accountings and status reports that hold up on the record. When the matter closes, the file closes clean.

Since 1983, a senior partner has headed every appointment and stays personally accountable to the court — no layers and no hand-offs. Because we have operated distressed businesses rather than only observed them, we can keep an enterprise running while we work toward the best outcome. We also coordinate turnaround, bankruptcy, and trustee remedies, so receivership is weighed against every option, not chosen by default.

It is partner-led financial advisory for Chapter 11 and Chapter 7 matters, running from the filing decision through the case. The work centers on testing 11 vs. 7 vs. alternatives on real cash, building the DIP budget and 13-week cash model, delivering court-ready reporting, and driving a recovery strategy that maximizes creditor value. The focus is on protecting enterprise and creditor value, not documenting decline.

Owners and management facing a filing decision, creditors' committees that need an independent read on the numbers, and the attorneys who represent both. Because the engagement is built to hold up in front of lenders, trustees, and the court, it serves any party that needs credible, defensible financials during a distressed situation.

Before the petition, while options are still open. The critical turn is when a filing looks likely and the clock is running — that is when an 11 vs. 7 analysis grounded in real cash and asset position can still change the outcome. Waiting until after the filing narrows the paths that remain available.

A DIP budget and 13-week cash model that survive court scrutiny, monthly operating reports and schedules the bench expects, and a recovery strategy structured to return more to creditors and owners. The outcome is credibility preserved with lenders and the court, cash controlled week by week, and a clean court record with reporting filed on time and no surprises. If a related distressed matter calls for it, we can also frame turnaround or receivership as the stronger tool.

Every engagement is led by a senior partner who has sat across the table from lenders, trustees, and the court since 1983, and the low-overhead, senior-only model means the partner you meet does the work. That partner will also tell you honestly when a filing is not the strongest tool — the read is grounded in real cash and asset position, not a push toward the courthouse.

It is two things in one engagement: deciding whether, when, and how to sell, and then preparing the company so it commands full value when you go to market. We map every realistic path — sale, ESOP, recap, or hold — model the after-tax proceeds of each, and give a candid go-or-wait recommendation. If the answer is to proceed, we clean up the financials and close the gaps that erode price before buyers ever see them.

Owners of lower-middle-market companies, roughly $5M to $100M in revenue, who are weighing a transition and want an honest read on value and readiness before going to market. It fits owners who are asking whether to sell now and on what terms, and who want that answer built on facts rather than a buyer's timetable or a banker's pitch.

Before. The point is to make the decision and fix price-eroding gaps on your timeline, not the buyer's, so you go to market from strength. Engaging early gives you a confidential options review and a realistic view of proceeds under each path before you commit to a process.

A clear decision on whether, when, and how to sell; a realistic view of proceeds under each path; diligence-proof books with QoE-ready cleanup that survive buyer scrutiny; and a stronger multiple from gaps fixed in advance. You also get a 6–9 month roadmap, buyer profiles, and process materials, so the preparation feeds banking and diligence without losing a step. If you later run a formal process, this work carries straight into M&A execution .

We have sat on both sides of the table — as owners, operators, and advisors — so the recommendation is fact-based, not tied to closing a deal. We will tell you honestly whether to sell now or wait, and when the deal begins, our preparation carries directly into execution. The result is fewer surprises in diligence and fewer reasons for a buyer to discount.

We structure, source, and negotiate the right credit facility for a middle-market company, whether the goal is growth financing or getting through a covenant breach. That spans arranging new senior and junior debt, leading refinancings to optimize the capital structure, and handling forbearance, covenant relief, and workout talks. We stay involved through closing and into covenant compliance, not just up to the term sheet.

The moment to call is when there's a financing gap, a maturing or new facility to arrange, a looming default, or a lender relationship that has turned adversarial and the next conversation with the bank has to go well. Owners and CFOs who wait until a default is imminent give themselves fewer options and less leverage. Engaging while there is still room to diagnose refinance, restructure, or renegotiate gives us the most to work with.

Since 1983 our partners have negotiated with lenders from both the company side and the distress side, which gives us standing in the room that growth-only intermediaries do not have. A senior partner sits across the table from your lenders directly and leads the negotiation, rather than just passing paper. That matters most when the goal is terms that hold, not simply a facility placed.

We match the facility to the company's real condition, drawing on senior debt, asset-based lending, mezzanine, and special-situations capital. The first step is a candid call on whether you're financing growth or financing survival, because that drives which lenders make sense. The aim is a capital structure the business can realistically grow into, with pricing and structure negotiated rather than accepted as offered.

Yes. Lender negotiation is core to what we do, including forbearance, covenant relief, and full workout situations where the relationship has gone adversarial. We lead those conversations directly and work to secure relief terms you can live with, then manage the process through closing and back into compliance. If the situation is heading toward a broader restructuring, that often connects to our restructuring work.

It is senior, partner-led sell-side and buy-side M&A advisory for owners of $5-$100M revenue companies. On the sell side we handle the full process: preparation, controlled and confidential marketing, negotiation, and close. On the buy side we support target sourcing, valuation, diligence, and deal structure.

Owners and management teams of $5-$100M companies who are preparing to sell, weighing an unsolicited offer, planning succession, or pursuing an acquisition. The right time to engage is early - ideally before an offer is on the table - because much of the value is created in positioning the business and getting it ready before going to market. This is typically the once-in-a-career transaction, so the result has to be right the first time.

We run a controlled, confidential process and release information only to qualified, committed buyers. That discipline lets us create buyer competition and press for the best terms without signaling to the wider market, employees, or competitors that the company is for sale. The aim is a real field of the right counterparties at the table, not the widest possible net.

Every engagement is led start to finish by one senior partner, with no junior hand-off and no layered overhead. We have sat on both sides of these transactions, so the same person who scopes the deal runs the negotiation and manages the close. That continuity is how threads don't get dropped between letter of intent and funding.

Structure and fees are set out in plain terms up front and tied to the outcome of the transaction. There is no layered overhead to carry, since the work is done directly by a senior partner rather than a staffed pyramid, and the fee is aligned to the value the process delivers.

Both, and the decision comes first. Before you commit to a path, we give an unbiased read on whether equity or debt actually fits your situation, so you raise the right instrument for the plan rather than a forced product. Only once that call is made do we take the raise to market and drive it to close.

Owners and founders raising capital to fund growth, finance an acquisition, or recapitalize, as well as teams weighing equity against debt who want an honest read before they decide. It fits situations where the growth case is real but the right capital structure, and terms that will not bite later, are still open questions.

As early as the point where you know a raise is coming but have not yet committed to equity or debt. Engaging before you approach the market lets us get the financials clean, build a defensible model, and shape a fundable story so you enter conversations credible in the room. Coming in early also prevents a stalled, leaky process later.

A disciplined path from decision to a funded close: an equity-versus-debt call, raise-ready preparation, targeted outreach to investors and lenders whose mandate truly fits, and negotiated structure, economics, and covenants built to hold up through tough quarters. Throughout, you keep running the business while we run the raise to close.

Since 1983, Inglewood has run senior-only, low-overhead engagements, so a senior partner does the work rather than handing your raise to a junior team learning on the job. That means experienced judgment on capital structure and terms, and one team that runs diligence and documents through to close with no handoffs. We approach only investors and lenders whose mandate, size, and stage genuinely fit, not a mass blast.

It is the deliberate design and execution of how ownership and leadership of your company pass to the next hands. We work through four stages: defining the path (family hand-off, insider buyout, or outside sale), setting a defensible value, preparing the successors and governance, and executing the transfer with value, tax, and terms aligned. The goal is to protect the value of the business, the family relationships around it, and the company itself.

The right window is typically five to ten years before you plan to step back, especially if the successor or the path forward is not yet settled. That runway is what lets you close the gap between what the business is worth today and what you need, build genuine management depth, and structure the transfer so taxes do not erode the outcome. Starting late usually means fewer options and a rushed hand-off.

Yes, and that decision is the first stage of the work. We weigh a family hand-off, an insider buyout, and a third-party sale against your goals, then pressure-test each on value, financing, and readiness. You end with one chosen route you can commit to rather than an open question that keeps getting deferred.

Succession is emotional as well as technical, and that is exactly why a neutral third party matters. We are senior operators, not a family member with a stake in the outcome, so we keep the conversation on the business and the plan and hold everyone to it. The aim is a deliberate hand-off that leaves relationships intact.

You get a settled path, a defensible valuation, successors and governance a buyer or lender will trust, and a tax-smart transfer structure that supports the outcome instead of eroding it. Because we sequence succession and exit together, the readiness you build here carries directly into a sale when the time comes. If an outside sale is the chosen route, that work continues in our exit planning engagement.

We serve as the neutral fiduciary for distressed estates and liquidating trusts, taking custody of assets under court or trust authority and administering them to a close. That means marshaling the estate, scrutinizing claims, monetizing assets, and distributing proceeds according to the plan or trust agreement. Throughout, we act for the estate itself, not for any single party at the table.

Courts, creditor bodies, debtors, and their counsel who need a neutral party to hold, administer, and wind down assets free of the conflicts that bind insiders. It applies when a confirmed plan, a settlement, or a distressed estate calls for someone with no interest in the outcome to liquidate assets and distribute proceeds. The common thread is a contested situation that needs independent, accountable control.

The critical moment is when a confirmed plan, a settlement, or a distressed estate needs a trustee to liquidate assets and distribute proceeds with full independence. Engaging at that turn lets the estate move from a contested posture into an orderly, reported wind-down. Earlier clarity on the appointment also protects recovery, since assets can be monetized with discipline rather than fire-sale haste.

A contested estate becomes a reported, orderly wind-down with regular accountings and documented decisions from appointment through final distribution. Assets are monetized deliberately to maximize recovery, the waterfall is applied exactly as the plan or instrument directs, and the record stands up to scrutiny. In short: conflict-free control, full distribution, and a clean record.

Trustee work here is senior partner work, with no layers and no junior staff, so a senior partner directs the estate end to end. We hold no interest that compromises the fiduciary duty, and every decision is documented from appointment through final distribution. That combination of independence and accountability is what earns the trust of courts and creditors alike.

A senior Inglewood partner steps into your open CFO, CEO, or COO seat full-time and owns the role outright — not a part-time advisor observing from the sidelines. The interim has authority to act, runs the function day to day, and reports directly to the board. You get an accountable executive in the chair, not a set of recommendations.

Boards, owners, and private equity sponsors call us when a key seat has just gone empty or is about to, whether from a sudden departure, a post-M&A integration, or a turnaround that can't wait for a permanent search. The right time to engage is the moment the vacancy is real: every week without an accountable leader puts cash, controls, and the team at risk. Bringing someone in early protects the business while you run a proper search.

In days, not weeks. We deploy a seasoned operator quickly with authority to act, and the priority from week one is steadying liquidity, reporting, and decision-making under pressure. The goal is to remove operating risk immediately so the company holds firm while leadership is resolved.

Stability held from day one, one executive fully accountable for the function, and a stronger, better-run operation than the one we inherited. Just as important, you get a clean, defined handoff to your permanent hire — a transition plan, not an open-ended stay. That also buys the board time to run a real search without operating under duress.

Since 1983, Inglewood has put seasoned operators into the seat under pressure, and every engagement is led by a senior partner who has actually held the role before — never delegated to junior staff. Because interim mandates often sit alongside restructuring, M&A, and turnaround work, the same partner can carry the company through the whole transition rather than handing it off. If your situation is really a turnaround, we can pair this with our turnaround mandate.

A fractional CFO is senior, partner-level financial leadership on a part-time basis — the judgment of a seasoned CFO, sized to what your company actually needs. A bookkeeper or controller records what already happened; a CFO owns the forward view: cash strategy, forecasting, and the numbers your board and lenders rely on. It fills the gaps a controller cannot, without the cost of a full-time hire.

Growth-stage owners who have outgrown bookkeeping but cannot yet justify a full-time CFO — and feel it when cash is tight or the board asks hard questions. If your finance function can close the books but cannot answer capital or forecasting questions, that is the gap this fills. It is built for that middle stage between a controller and a full-time CFO hire.

The critical turn is usually when cash is tight, a raise is approaching, or the board and lenders are asking questions your current finance function cannot answer. Engaging before those pressures peak means the forecasting and reporting are already in place when they matter most. Waiting until you are mid-raise or mid-crunch limits how much a CFO can do for you.

The work follows four stages: assess cash, reporting, and the gaps a controller cannot fill; install 13-week forecasting, budgets, and board reporting; lead capital strategy and the numbers your board relies on; then graduate — scaling down or handing off when you are ready for a full-time CFO. Concretely, that means rolling cash forecasts, FP&A and budgeting tied to real decisions, capital strategy for raises and debt, and board-ready reporting every month.

Since 1983, Inglewood has run senior-only, low-overhead engagements — the partner who scopes the work is the one who does it, with no junior bench to manage. You get a career CFO's discipline without the full-time cost or commitment, and a defined off-ramp to your first full-time CFO when the time comes. Engagements can flex up through a raise and settle into a steady cadence afterward.

It is a senior finance partner embedded in your practice on a part-time basis to own the revenue cycle, payer mix, compensation, and cash flow. A generalist CPA files your taxes and books; a fractional CFO reads what each payer is actually worth, finds where collections leak, and leads the finance function. You get CFO-level leadership scoped to your practice size, without the full-time cost.

Physician owners and group administrators who have outgrown a bookkeeper or generalist CPA but cannot yet justify a full-time CFO, and who need healthcare fluency now rather than someone learning payer contracts and RVUs on their time. It fits practices carrying real financial decisions, such as multiple locations or service lines, without a clear picture to run them on.

Usually at a critical turn: a partner buy-in, a payer renegotiation, soft margins, or an expansion decision where you have no clear financial picture to make the call with confidence. Engaging before those decisions means the numbers are already in place when the pressure hits, rather than reconstructing them under a deadline.

A clear financial view with numbers by service line, location, and provider that you can run the practice on; a revenue cycle and payer contracts that stop leaking; and compensation for partners and associates tested against production and market data. The work runs through four stages: diagnose the revenue cycle and payer mix, benchmark provider pay, build cash flow and service-line P&L, then lead the finance function and advise on every major call.

The engagement is led by a senior partner and staffed senior-only, so the person setting strategy is the person doing the work, not a junior team learning on your time. We already speak payer contracts, RVUs, and compensation models, and we structure financial decisions to be aware of healthcare's compliance rules. It starts with a one-hour practice finance review with a senior partner.

We take over the finance back office end to end — transaction processing through monthly close, controller-level review and reconciliations, and management reporting on a fixed cadence. You name the functions you want us to run, and we handle them so leadership is freed from the day-to-day of the books. It ranges from a few functions to a full finance operation, depending on what you need.

Owners and management teams whose finance function has outgrown its current setup — where books arrive late or unreliably, or where back-office work is pulling leadership away from running the business. It fits companies where decisions are resting on stale numbers but hiring a full in-house finance department makes no sense at their size. In short, you want controller-grade discipline without the full-time overhead.

The clearest signal is when your books are consistently late or unreliable and important decisions are being made on numbers you don't fully trust. It's also a natural step ahead of a transition — a financing, a sale, or a leadership change — when you want a steady hand on the numbers before your next move. If you're weighing a full finance hire and the math doesn't work at your size, that's the moment to talk.

We start by assessing your books, systems, and close process end to end, then take over the functions you name through a structured transition. From there we run the cycle — process, reconcile, and close monthly on a fixed cadence — and deliver management reporting that keeps your decisions current. The result is books closed on time every month, clear ownership of the data, and leadership back on growth instead of reconciliations.

Founded in 1983, Inglewood puts a senior partner on every engagement and staffs lean, senior teams — the people doing your work have done it for decades, so you get controller-grade execution without the overhead of full-time hires. The work is also built to plug directly into fractional CFO strategy, so execution and financial leadership stay aligned rather than siloed. If you need that forward-looking layer, our fractional CFO engagement pairs naturally with this one.

It is independent, board-level judgment for owner-led and PE-backed companies facing a defining decision. We serve as an unconflicted voice alongside your directors and owners, help set the advisory or fiduciary structure that fits the situation, and pressure-test the big calls before they are made. The role is counsel and governance discipline, not another operating team.

Owners, founders, and boards facing a decision that deserves an outside voice — a transition, a capital event, underperformance, or friction between ownership and management. The right time is when a defining choice is on the table: succession, a sale, or a struggling business, and the board needs judgment that is independent of management and free of conflict. Engaging before the decision is framed, rather than after, is where the outside voice adds the most.

Our counsel is independent of management and free of any transaction, so there is no stake in the outcome shaping the advice. That lets us pressure-test strategy, capital, and succession assumptions without conflict, and stay a steady voice between ownership and management as decisions are made and executed. The value is unconflicted judgment at the moments that matter most.

Sharper governance — a board that decides with discipline and conviction — and complex choices framed as clear options with their consequences spelled out. You also get a steadier room, with less friction between owners, boards, and management, and decisions built to protect capital, continuity, and control. In practice that means the high-stakes call is made with a clearer view of what each path costs.

The senior partner who advises you is the senior in the room — not a delegated team — so the judgment at the table is grounded in four decades inside companies at their most consequential moments. When a decision reaches into succession, valuation, or long-term planning, we bring that connected expertise in as needed. For a formal ownership transition, that often runs alongside our succession planning work.

It is partner-led project management for a major practice initiative — an expansion or build-out, an EHR conversion, an ownership or leadership transition, or a merger and integration. A senior partner owns the engagement from the board's decision through to results on the floor, coordinating finance, operations, and clinical as one effort. The goal is simple: the initiative lands on the scope and schedule leadership approved, without pulling clinicians off patient care.

Physician owners and practice administrators who are carrying a major initiative on top of a full clinical and operating load, with no one free to run it day to day. The typical trigger is a board that has approved a build-out, conversion, or merger — but everyone who could run it already has a full-time job seeing patients. If you have the mandate but no internal owner with real capacity, that gap is exactly what this service fills.

Ideally right after the decision is made and before work begins, because the first stage is defining scope and success criteria with leadership up front. Engaging early lets us build a realistic timeline and assign every workstream a clear owner before momentum is lost. Coming in later still works, but the biggest stalls happen in the cross-functional gaps, and those are cheaper to close before they cost months.

An initiative delivered on scope and on schedule, with conversions and integrations actually adopted rather than just installed. You also get a clean handoff: documentation, transferred ownership, and a path to sustain the result after we step out. Throughout, you get honest progress reporting on a cadence the partners set, so there are no surprises.

Since 1983, Inglewood has been led by senior partners who do the work themselves — the partner who scopes your project is the one who runs it, not a team you never meet. We have carried expansions, conversions, and integrations from decision to completion, so we know where practice initiatives stall and design around those gaps. When there is no internal owner, a partner can also serve as interim day-to-day leadership. This service sits within our broader practice management work.

It is senior-led buy-side or sell-side diligence that tells you what a target's numbers really mean before you commit capital. We test revenue quality to separate durable earnings from one-time or fragile gains, normalize working capital, debt, and debt-like items, and scrutinize add-backs so only adjustments that hold up to evidence make it into the price. The result is independent confirmation of earnings rather than a restatement of the seller's own reporting.

The right moment is once you are under LOI, when the clock is running and you need to know whether the target's earnings hold up before you sign the purchase agreement and wire funds. Engaging early leaves room to renegotiate price and terms, or walk, while you still can. Sellers should engage earlier still, to get diligence-ready before the buyer's team arrives.

You get findings in plain terms that a deal committee and lender can act on, not a black-box model. That includes independent confirmation of earnings, a lender-ready report your bank can rely on, and early flags on red flags that surface before the wire rather than after close. Where the numbers warrant it, those facts become leverage to reprice the deal or restructure terms.

Since 1983, Inglewood has staffed diligence with senior professionals only, and a senior partner leads every engagement. That means partner-level judgment on a deal of this consequence, without layers of junior overhead. Diligence, quality of earnings, and valuation sit under one senior transaction team rather than being handed between groups.

Yes. For sellers, we get your financials diligence-ready before the buyer's team lands, so add-backs and working capital positions are already tested and defensible. The same senior team can also carry the underlying quality of earnings and valuation work, which keeps the analysis consistent when the buyer's advisors start asking questions.

It rebuilds normalized EBITDA from your source records and tests what the earnings are really worth, isolating one-time, discretionary, and pro forma items so the number reflects the ongoing business. We scrutinize revenue, margins, working capital, and add-backs, then trace each adjustment to how it moves price, working capital pegs, and terms. The result is a defensible EBITDA figure that buyers, lenders, and investment committees will accept.

It's built for PE buyers, strategic acquirers, and lenders who need EBITDA validated before committing capital, and for owners who want their add-backs substantiated before a buyer's team challenges them. We work both sides: buy-side analysis protects price, while sell-side work documents value early so it holds up in the data room. In both cases the goal is an earnings number that survives the other side's scrutiny.

The right moment is when a deal is on the table and the price rides on EBITDA, before the other side starts digging in. Sellers benefit from engaging before the data room opens so add-backs are documented ahead of any challenge; buyers should bring us in before capital is committed. We recommend requesting a scoping call early, since findings are most useful while price and terms are still being negotiated.

You get a committee-ready report where every conclusion is shown with its evidentiary basis, built to withstand a diligence challenge. It substantiates each add-back, ties adjustments directly to price, pegs, and indemnities, and gives lenders evidence-backed earnings quality that clears credit. In short, the findings translate directly into negotiating posture rather than sitting as an abstract accounting exercise.

The senior partner who signs the report does the work start to end, so you're not handed off to junior staff. We've sat on both sides of the table as operators, buyers, and sellers, which shapes how we read the numbers and where we probe. We also deliver on the deal clock rather than an audit calendar, and as a recognized regional firm we carry weight with lower-middle-market deal teams.

An independent valuation applies income, market, and asset methods to your facts and reconciles them to one supported conclusion of value. A fairness opinion is a written judgment, prepared for a board or special committee, on whether the terms of a specific transaction are fair from a financial point of view. Many boards need both: a defensible number and a documented opinion they can put in the minutes.

Engage us when the transaction is real and the parties are related, or when the stakes are contested and someone may later question how you reached the number. That covers sales, mergers, related-party deals, dividends, and recapitalizations. Bringing us in before the decision is finalized lets the analysis inform the record rather than defend it after the fact.

You receive a written deliverable that lays out the method, assumptions, and conclusion of value in a form suited to board minutes and the file. For a fairness or solvency opinion, that means a documented basis a board or special committee can rely on. The record is built to withstand board scrutiny, litigation, and later challenge.

Yes. Our process runs from scope through analysis and reconciliation to defense, and we document, deliver, and testify if the matter reaches court. The work is built to stand up to cross-examination, and we provide expert testimony in disputes and buyouts. That is the point of a number that holds up under scrutiny.

Since 1983 our opinions have been written by senior partners rather than junior staff, which is why the work holds up in the boardroom and in court. We hold no stake in the outcome, so the opinion is genuinely independent and clean. You get bulge-bracket rigor at a fraction of the cost, sized for the mid-market.

It is a rolling, bottom-up model built from your actual receipts and payables that shows how much runway you have and where the cash goes, week by week over the next quarter. Unlike a static budget or a spreadsheet, it is updated on a fixed weekly cadence so the picture stays current. The point is to see when cash runs out before you get there, not after.

Engage when a payroll or covenant date is approaching, a lender is asking for a forecast it can trust, or your company has outpaced the spreadsheet you have. Those are the moments when the margin for error is measured in days rather than months. The sooner the model is running, the more room you have to sequence payments and moves before the pressure hits.

That is the point of the work. We build the model to be defensible and bank-ready, run downside and scenario cases so the cliff shows early, and present it alongside you in lender conversations. Since 1983 Inglewood has built and defended forecasts in receiverships, turnarounds, and lender talks where the forecast had to hold up under scrutiny.

A senior partner builds the model and stays on it. There is no analyst layer between you and the person doing the forecasting, and the partner presenting to your bank has done it before in real liquidity crises. That is deliberate: near-term liquidity is not a place to be learning on your file.

No. Part of the work is establishing a fixed weekly rhythm your own team can run once we step back, so the discipline lasts beyond our involvement. You keep a live view of runway rather than a one-time deliverable. If the situation calls for broader restructuring support, that can be scoped separately within our Financial & Data Analysis work.

We build integrated three-statement and operating models directly from your source data, where every assumption is visible and every output traces back to a defensible driver. We pressure-test them against base, downside, and the specific cases that matter, then deliver findings you can defend in the room. Your team keeps and operates the model after the engagement ends.

This is built for owners, management teams, and private equity sponsors facing a transaction, capital raise, or a turn in performance without the data fully in hand. The right time to engage is before a lender, board, or buyer tests your numbers — particularly when the current model is inconsistent, untested against the downside, or trusted by no one in the room. Engaging early means you walk in with the numbers already stress-tested rather than repairing them under scrutiny.

Since 1983, every engagement is led by a senior partner and staffed senior-only. The person who builds the model is the one who explains and defends it — that is judgment applied directly, not a delegation pyramid. It also means the assumptions are traceable and the analysis stands up when a lender, board, or buyer challenges it.

That is the point of the work. We test with scenario and sensitivity analysis on the downside cases so you know what the numbers do when conditions turn, and every output traces back to a visible, defensible driver. The result is analysis that stands up to lenders, boards, and buyers rather than falling apart the first time it is questioned.

The model is built to feed directly into downstream work — quality of earnings, valuation, diligence, and capital raise analysis all draw on the same tested numbers. That continuity keeps assumptions consistent across the whole decision rather than rebuilt from scratch at each step. If a transaction is driving the need, our quality of earnings work often runs alongside the modeling.

We build a credible annual operating budget grounded in your business reality rather than top-down targets, then install a rolling re-forecast cadence so the plan stays current as conditions change. We add variance analysis that isolates the drivers behind budget-versus-actual gaps, not just the gaps themselves, and tie the budget back to your strategic plan so capital follows priorities. The goal is a discipline your team owns after we step back.

It's built for owner-led and PE-backed companies that are running on instinct or last year's spreadsheet, repeatedly missing plan without a clear explanation why. It's also for teams heading into a lender review, a board process, or a transaction where the numbers are about to face real scrutiny. If leadership is managing from last month's actuals rather than forward-looking numbers, this is the discipline that closes the gap.

The clearest signal is when results keep diverging from plan and no one can explain why, especially with a lender, board, or buyer about to put your numbers under scrutiny. Engaging before that scrutiny arrives means variances surface early, while you can still act, and you walk in with a plan that stands up to banks, boards, and buyers. Waiting until the review is underway leaves far less room to fix the process.

Every engagement is led by a senior partner and staffed senior-only, so the people building your plan have actually managed through the decisions it informs. The process is right-sized to your stage, whether owner-led or institutionally backed, rather than a one-size template. Inglewood has worked this way partner-led and low-overhead since 1983.

You keep a rolling forecast cadence and a variance process your team owns, so leadership manages ahead rather than reacting to prior-month actuals. Budget dollars land where the strategy says they should, and surprise misses become far less likely because variances surface early. If you also want that same forward-looking rigor extended across reporting and analysis, our financial reporting work is a natural next step.

It is a senior-led diagnostic that goes beneath the statements to the real drivers of performance, surfacing hidden waste and cost leakage that ordinary reporting obscures. Unlike an audit, which tests whether the numbers are stated correctly, this work explains what the numbers are actually telling you and quantifies the dollar impact of what it finds. You come away with a clear diagnosis of the true financial condition rather than a compliance opinion.

It is built for owners and boards who sense underperformance or margin erosion the monthly financials do not explain and want a candid senior read before committing to a course. The right moment is a critical turn: ahead of a transaction, a turnaround, or a leadership change, when you need the true financial condition before you act. Engaging before the decision, rather than after, is what makes the diagnosis useful.

You get a clear diagnosis of what is really happening in numbers you can act on, hidden waste and leakage made visible with dollar impact, and a short list of strategic objectives tied to the findings rather than theory. You also get an honest call on which engagement the situation warrants. The goal is decision confidence: committing to a course knowing the true financial condition.

The diagnosis routes into the discipline it warrants, carried forward by the same senior team, whether that is advisory, a fractional CFO seat, quality-of-earnings work, or planning. Inglewood names the right next step candidly rather than defaulting every situation into a larger engagement. If a transaction is the path, that work continues under our Quality of Earnings discipline with continuity of team.

Since 1983, a senior partner leads every engagement, with senior-only teams and no layers between you and the analysis. That judgment is earned over four decades of turnarounds, transactions, and court appointments, so the read you get comes directly from the people doing the work. Findings are framed to inform your objectives, not to recap the past.

It is senior-led education that gives physician owners a working command of their practice and personal finances, so the numbers actually inform decisions. Rather than handing off the books, you learn to read a P&L, payer mix, and overhead yourself, and to spot where money quietly leaks. The goal is fluency you keep, not a report you file away.

Physician owners, practice partners, and medical group leaders who are asked to read a P&L, manage payer mix, and govern overhead from day one of ownership, often with years of clinical training and almost none in practice finance. It fits partner groups and individual owners alike. If you want to understand your financials before the next budget cycle, buy-in, or lender conversation, this is built for you.

Before a decision forces the issue, ideally ahead of your next budget cycle, a partner buy-in, or a lender conversation. Engaging early means you walk into those talks prepared rather than reacting to numbers you are seeing for the first time. It also gives time to surface quiet losses and act on them before they compound.

Financial fluency to read your statements with confidence, a short list of the metrics that actually drive the practice, and quiet losses surfaced with specific levers to recover them. You also leave with cleaner boundaries between practice and personal finances, and a clear path forward, with fractional CFO support available when the work calls for it.

Every engagement is led by a senior partner who has restructured, advised, and operated real businesses since 1983, so you learn from operators who stood in the decisions, not from a textbook. The teaching is jargon-free and built around the numbers that matter to your practice. And because the same people can step in and do the work, education can move straight into fractional CFO support when you need hands on the numbers.