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Cannabis CFO Guide

Financial leadership in a licensed operation is mostly about forecasting cash, choosing a small set of metrics, and reporting them the same way every month.

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Metrics Worth Tracking

Gross margin by category, labor as a percentage of revenue, inventory turns, days cash on hand, and cost per unit produced cover most operating decisions without overwhelming the team.

  • Five to seven metrics, reported consistently
  • Prior period and budget comparison on every metric
  • Definitions written down so they do not drift

Forecasting and Capital Planning

A rolling thirteen-week cash forecast handles liquidity; an annual model with scenarios handles strategy. Both should reconcile to the same accounting records.

Board and Lender Reporting

Use one set of numbers for internal and external reporting. Divergence between the two is the fastest way to lose credibility in diligence.

When to Bring in Senior Finance Support

Typically when a second location, a second license type, or an outside capital process appears. Any of the three increases financial complexity faster than headcount.

Frequently Asked Questions

How many metrics should a board package include?
Few enough that each one is discussed. Long dashboards tend to be reviewed less carefully than short ones.
How far out should a model project?
Thirteen weeks for cash and twelve to twenty-four months for the operating model, refreshed as conditions change.
Does a fractional CFO replace a controller?
No. Advisory work depends on someone maintaining accurate records underneath it.

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Discuss Your Operation With a Cannabis Accounting Specialist

Call to talk through your license types, current records, and reporting needs, or schedule a consultation at a time that works for your team.