Brian from Cash Flow Desk

I've spent the last decade in finance operations, the part of the business where strategy meets spreadsheets, and where a missed reconciliation at 2 AM can quietly derail a quarter.

I started out doing the work that nobody glamorizes: closing books, chasing down invoice discrepancies, and building reporting workflows that actually made sense to the people who needed them. Over the years, that turned into building finance functions from the ground up at companies scaling from seed stage to Series B and beyond.

What I've learned is that most finance ops problems aren't really finance problems. They're communication problems, tooling problems, or “nobody wrote down how this process works” problems. The companies that get cash flow right are the ones where the finance team has a seat at the table early enough to prevent fires rather than just put them out.

That's the perspective I bring to everything I write at Cash Flow Desk. I'm not here to rehash textbook definitions you can find anywhere. I write about the stuff that actually trips teams up: the tools that look great in a demo but fall apart at scale, the reporting gaps that sneak up on you during fundraising, the operational decisions that seem small until they're not.

When I'm not writing, I'm probably deep in a comparison of payment platforms or arguing with someone about whether net-60 terms are ever actually worth it. (They're not, and I will die on that hill.)