Financial & Cash Flow Strategy
Model cash flow, margins, capital requirements, unit economics, scenarios, and resource allocation to understand what truly drives value and where the economics can improve.
INDEPENDENT ADVISORY FOR FOUNDER-LED & PRIVATELY HELD BUSINESSES
Build a more valuable business.
kapital ALKEMI works with founders and owners to improve profitability, strengthen cash flow, build better commercial systems, reduce risk, and make consequential decisions with greater clarity.
Financial modeling, sales architecture, organizational design, and owner-level decision support — brought together rather than treated as separate problems.
FOUNDER & PRINCIPAL
Anthony Battaglia
Anthony’s career has spanned investment banking and institutional finance, venture-backed technology, international business development, and advisory work with founder-led and privately held companies. His experience includes Société Générale, Wachovia Securities / Wells Fargo, Brevet Capital Management, Handshake (acquired by Shopify), Yotpo, BairesDev, and TSEA Energia.
His work sits at the intersection of financial analysis, commercial strategy, and organizational decision-making: building financial and cash-flow models, designing sales systems, evaluating new ventures and investments, reorganizing companies, and helping owners work through consequential decisions when the path is not obvious.
Anthony graduated summa cum laude from Fordham University and has lived, traveled, and volunteered extensively internationally. Outside of business, his interests include history, literature, languages, culture, and the ways people build institutions, communities, and lives across different societies. Those interests inform a habit of looking at business problems from more than one angle.
The philosophy behind kapital ALKEMI is simple: understand the whole system, question the obvious path, and build businesses that are more valuable, resilient, and useful to the people who own them.
STRATEGIC BUSINESS REVIEW
Start with the whole business.
Most engagements begin with a structured review of the company as an interconnected system. Sometimes the review is the engagement: an independent assessment of where value is being created, where it is being lost, what risks matter, and which decisions deserve attention first.
Revenue & Sales Architecture
Improve positioning, sales process, channels, pricing, pipeline, partnerships, incentives, and go-to-market execution so revenue becomes more durable and valuable.
Organization & Performance
Clarify roles, reporting lines, accountability, incentives, management structure, systems, and operating processes so the company can perform with less friction and owner dependency.
Decision Support & Strategic Alternatives
Frame ambiguous decisions, pressure-test assumptions, compare scenarios, and pierce the fog around questions where the financial, commercial, and organizational consequences overlap.
Value Creation & Risk Reduction
Identify the operational, financial, commercial, and structural changes that can strengthen profitability, resilience, strategic flexibility, and long-term enterprise value.
Special Situations & Transactions
Apply the same framework to reorganizations, recapitalizations, acquisitions, market entry, new ventures, succession, ownership transitions, and other high-stakes projects.
VALUE CREATION
Value is what remains when dependence falls away.
Value Creation · Resilience · Optionality
Sometimes the answer is a better sales engine. Sometimes it is a new financial model, a reorganization, a change in incentives, a recapitalization, an acquisition, or a succession plan. The work varies. The objective does not: build a stronger, more valuable company with more options for its owner.
Make the business work for you, not the other way around.
A more valuable business should also be a more resilient one — less dependent on any single customer, employee, process, or owner, and better able to endure change without losing its footing.
WHEN PEOPLE CALL
When the business needs clarity, change, or a stronger economic engine.
These are rarely isolated finance, sales, or operations questions. They are owner-level situations where performance, risk, organization, and strategic choice need to be considered together.
01
Profitability or cash flow is weaker than it should be, and you need to understand what is really driving the economics.
02
Sales are inconsistent, founder-dependent, overly concentrated, or not translating into the enterprise value they should.
03
The company has outgrown its management structure, operating model, or internal systems and needs to be reorganized for the next phase.
04
A consequential decision is approaching and the options are clouded by uncertainty, competing priorities, or incomplete information.
05
A new venture, acquisition, market, partnership, or business line could materially change the company and needs disciplined evaluation.
06
You are considering a recapitalization, ownership change, succession plan, or partial liquidity event and need to understand the tradeoffs.
07
A high-priority project sits between departments and needs a senior person to own the analysis, coordination, and follow-through.
HOW WE WORK
No templates. The situation determines the work.
Engagements can be concentrated or ongoing, strategic or hands-on. The common thread is direct principal involvement, fast context acquisition, and an ability to move between the numbers, the commercial engine, the organization, and the owner’s objectives.
01 / ASSESSMENT
Strategic Business Review
A holistic assessment of the business designed to identify value drivers, risks, bottlenecks, and the decisions or initiatives that deserve priority.
- Financial & cash-flow review
- Revenue & commercial assessment
- Organization, systems & owner dependency
- Strategic priorities & recommended path
02 / ONGOING
Independent Executive Advisory
An ongoing right-hand relationship for founders and owners who want a rigorous sounding board, senior decision support, and help moving important work forward without adding another full-time executive.
- Regular owner-level working sessions
- Financial modeling & scenario analysis
- Commercial & organizational decisions
- Special project oversight
03 / PROJECT
Special Projects
Hands-on support for initiatives that matter too much to drift between functions and require both strategic judgment and execution discipline.
- Sales architecture & commercial resets
- Reorganizations & performance improvement
- New ventures, acquisitions & market entry
- Recapitalization, succession & transition
PERSPECTIVE
A better business gives its owner more options.
Growth is not automatically value creation. More revenue can bring lower margins, more concentration, more working-capital pressure, greater complexity, or deeper dependence on the founder. The better question is whether the company is becoming stronger as it grows.
kapital ALKEMI looks across the full system: financial performance, cash generation, customers, sales, products, people, operating structure, ownership, capital, market position, and the owner’s objectives. The point is not optimization for its own sake, but durable economics and strategic flexibility.
That can lead to a sales redesign, a reorganization, a recapitalization, a new venture, an acquisition, a succession plan, or simply a clearer decision not to pursue something. The method serves the objective, not the other way around.
The obvious path is rarely the only one.
START A CONVERSATION
What are you trying to make better?
If the business needs stronger economics, a clearer commercial model, a more effective organization, or sharper thinking around a consequential decision, send a note. The first conversation is a chance to understand the facts, the stakes, and whether kapital ALKEMI is the right fit for the work.