Monthly reporting built for business owners, not accountants. Clear, readable, and decision-ready.
Annual budgets and rolling forecasts that actually reflect how your Tulsa business operates.
Support for lender relationships, credit line conversations, and covenant reporting.
Understanding which parts of your business make money and which ones need attention.
Cleaning up financials before a sale, a partner buyout, or an ownership transfer.
Why it works
No firm, no junior staff. Tyler Dickson works directly with you. He has a decade of background in oilfield, manufacturing, and construction lending across Oklahoma.
The I-44 corridor, the energy sector, the Tulsa startup ecosystem. These are not abstractions. This is the context your business operates in.
Engagements start with a defined scope. You scale up when the business needs more, pull back when it does not. No long-term commitment required to start.
No jargon, no over-complicated deliverables. Just clear financial thinking and honest advice about what the numbers say.
Most calls start the same way. "I should have called sooner." Let's figure out where you are and what makes sense.
Schedule a Free ConversationTulsa businesses in the $1M to $20M range get CFO-level financial leadership — cash flow visibility, forecasting, margin analysis, and the financial strategy that drives real decisions — without adding a $150,000 salary to the overhead.
See also: Fractional CFO Oklahoma · Outsourced COO Oklahoma
A 13-week cash flow forecast and ongoing management so you know exactly where cash is going to be — not where you hope it will be. For Tulsa energy and manufacturing businesses, cash timing is everything. A receivables delay or a slow payment from a large customer shouldn't be a surprise.
Monthly financial packages built for business owners, not accountants. P&L that tells a story. Balance sheet you understand. The numbers your bank, your partners, and your own decision-making actually require — delivered on time, every month.
Understanding which customers, jobs, and service lines are actually profitable — and which ones are consuming margin without producing it. Tulsa businesses that serve the energy sector often have revenue concentration risk that doesn't show up until a contract ends. Margin analysis surfaces those vulnerabilities before they become problems.
Managing lender relationships, covenant reporting, line of credit conversations, and the financial presentation that gets Tulsa businesses the capital they need on terms that make sense. A fractional CFO who has done this before changes the dynamic in those conversations.
Annual budgets and rolling forecasts built around how the business actually operates — not a spreadsheet exercise that gets filed and ignored. Tulsa's energy-adjacent businesses deal with commodity price cycles that require scenario planning. We build that in from the start.
Preparing the financial picture for a sale, a partner buyout, or a capital raise. Clean books, normalized earnings, and defensible projections. Tulsa has a consistent pipeline of energy services transactions — businesses that sell for what they're worth are the ones that started the financial preparation 2 to 3 years before going to market.
If your primary financial dashboard is checking the checking account, you're flying without instruments. Cash balance tells you where you are right now — not where you're going to be in 60 days when the big payables come due.
This is a working capital problem, not a revenue problem. Growing Tulsa businesses often consume cash faster than they generate it — receivables timing, inventory, payroll in front of collections. A fractional CFO builds the model that explains it and fixes it.
If you'd be embarrassed to show your current financials to a lender or a buyer, that's the problem to fix. Banks and buyers make decisions based on financial statements. If yours don't tell a clear story, the terms will reflect that.
Revenue concentration is the most common risk in Tulsa's energy corridor that nobody talks about until the contract doesn't renew. A fractional CFO quantifies that risk and builds the diversification strategy before it becomes a crisis.
The businesses in Tulsa that sell for the most start the financial preparation early. Clean books, normalized earnings, and documented processes — those take time to build. The work starts long before the business goes to market.
A CPA handles compliance. A fractional CFO handles strategy. If your most important financial conversations are happening once a year at tax time, there's a gap. A fractional CFO fills it on a monthly basis.
Oilfield service companies, midstream operators, and energy-adjacent businesses. Commodity price cycles, capital expenditure planning, and the cash flow management that keeps these businesses healthy through the down cycles.
Tulsa has a strong manufacturing base along the Arkansas River corridor. Inventory management, cost accounting, and the working capital infrastructure that lets manufacturers grow without cash crises.
Contract accounting, milestone billing, and the financial infrastructure that aerospace and defense contractors need to manage government work profitably.
Growing professional services firms and healthcare businesses that have outgrown their original financial infrastructure and need the reporting and forecasting that support real growth.
A full look at the current financial picture — books, cash position, reporting quality, and the specific gaps that are costing the business clarity and money. Most Tulsa businesses have at least one financial blind spot that shows up in the first 30 days.
A short list of the highest-leverage financial improvements in the right order. Not 40 recommendations — the five that will have the most impact on how the business runs and what the owner knows about their financial position.
Implement the financial systems, reporting, and processes the business needs. Cash flow model, monthly reporting package, budget and forecast framework. The work that gives the owner a real financial picture on an ongoing basis.
Monthly reporting review, cash flow management, decision support, and whatever financial strategy work the business needs at that stage. The engagement evolves as the business does — not locked into a predetermined scope.
Common questions
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