Big companies have an FP&A department. You get the same thing on retainer: exact numbers, a model you can act on, and a clear verdict at the top of every report.
No pitch on the call. You leave with one real read on your numbers either way.
13-week and annual forecasts that show what you can afford and when.
An updated model, a KPI dashboard, and one working call, every month.
Know what each product, service, or unit actually earns before you scale it.
Acquisitions, equipment, expansion, or property, with a clear go, pass, or renegotiate verdict.
Rental and value-add underwriting, refinance math, development and rehab pro formas, and a straight answer on whether the deal clears your hurdle.
Retail, restaurants, trades, and clinics. Margin by location, labor as a percent of revenue, and what the lease really costs you.
Agencies, contractors, and firms that bill for time. Utilization, effective rates, and which clients are quietly unprofitable.
E-commerce and digital products. Contribution margin after ads and fees, inventory cash cycles, and what growth actually costs.
A hire, a second location, an equipment purchase, a price change, or buying out a partner. Modeled once, decided with numbers.
What a small business is worth on its real cash flows, and what the numbers say before you sign either side of the deal.
Month to month after a 3-month start on Operator and Partner. Leave any time with 30 days notice; every model and file stays with you. Single projects from $600.
Books, bank statements, or exports from your tools. Messy is fine.
Built once for your business, then kept current on retainer.
Every report leads with the conclusion, then the numbers behind it.
I build and run my own businesses in Duluth, Minnesota: a supplement brand, a real estate practice, and the deals I underwrite with my own money on the line. Melton Analytics exists because every owner I know makes six-figure decisions with numbers nobody has actually read. I'm a licensed Minnesota REALTOR®, I live in the same economy my clients do, and every model that leaves this firm is built by me and every verdict is signed by me.
Keep them. They record what happened; we tell you what to do about it. Their output is our input.
No. You're buying verdicts and a model that stays current, not time. The packages are the deal.
30 days notice, any time after the initial term. Every model, dashboard, and file was built for you and stays with you.
AI runs the pipeline, which is why the price is this low. The verdict, and being accountable for it, is a person.
30 minutes, and you leave with a verdict on your business whether or not we work together.
kai@meltonanalytics.com
Pick a time that works, or email and you'll have a confirmed slot within a day.
Fix Superior St labor before adding anything new. Labor ran 31.4% of revenue against a 28% target; the gap is about $3,200 a month and it is a scheduling problem, not a wage problem. The drive-through clears its hurdle and can proceed once the new schedule holds for four weeks.
Cash dips to $31.2k in week 8 as quarterly insurance and the bean contract land in the same week, then recovers. The dip clears the $25k floor, so no action needed; if the drive-through deposit moves to September, week 8 drops to $27.4k and still clears.
Canal Park earns nearly double the margin on less revenue. The difference is almost entirely scheduled labor hours, not sales mix.
| Item | Price | Var. cost | Margin |
|---|---|---|---|
| Drip coffee | $3.25 | $0.48 | 85% |
| Latte | $5.75 | $1.42 | 75% |
| Breakfast sandwich | $8.50 | $3.91 | 54% |
| Retail beans, 12 oz | $16.00 | $8.20 | 49% |
Every latte sold instead of a drip adds $1.56 of margin. The October price test raises the latte $0.25; the model says demand holds and the line is worth about $410 a month.
Proceed if the final quote stays under $40,000 and Superior St's schedule change holds through September. The downside case, 24 cars a day, still pays back in 26 months; below 14 cars a day the added labor eats the margin and the window loses money.
Pass at $285,000. Fundable at $255,000. At ask this is a 2.7% cash-on-cash return with a 1.13 DSCR; you'd be buying a part-time job, not an investment. The building is sound and the rents are real. The price is the only problem, and it is $30,000 too high.
| Line | Annual | Note |
|---|---|---|
| Gross scheduled rent | $35,340 | $1,495 + $1,450/mo |
| Vacancy, 5% | ($1,767) | market runs 3 to 4 |
| Taxes, insurance, water/sewer/garbage | ($6,960) | actuals |
| Repairs and capital reserve, 10% | ($3,534) | 1948 building, original roofline |
| Management, 8% | ($2,686) | priced in even if self-managed |
| Lawn and snow | ($900) | actuals |
| Net operating income | $19,493 | |
| Debt service, 75% LTV at 7.1%, 30 yr | ($17,238) | $1,437/mo |
| Cash flow before tax | $2,256 | $188/mo |
The listing sheet showed $6,100 of expenses and a 9% return. It skipped vacancy, reserves, and management, the three lines that make a duplex a business instead of a hobby. Underwritten honestly, the same building earns $188 a month at ask.
| Purchase price | Cash flow / yr | Cash-on-cash | DSCR |
|---|---|---|---|
| $285,000 · ask | $2,256 | 2.7% | 1.13 |
| $270,000 | $3,163 | 4.0% | 1.19 |
| $255,000 · the number | $4,070 | 5.5% | 1.26 |
| $240,000 | $4,977 | 7.1% | 1.34 |
$255,000 is where the deal crosses a 1.25 DSCR, which is the line most lenders draw and the line where the property carries itself with room for a bad year. The offer strategy and the walk-away number come from this table, not from how the kitchen looks.