I've had the profitable month with no money in it.

I started selling on Amazon in 2015. Not as a case study — as a business, with my own money in the inventory.

What I learned there is what most e-commerce owners find out the hard way: profit and cash are not the same thing, and the gap between them is where good businesses get into trouble. I've had months that looked strong on paper while I was staring at a supplier invoice, a purchase order I needed to place, and a platform payout that hadn't landed yet. The sales were profitable. The money wasn't there.

Most finance help available to brands at this size doesn't address that. A bookkeeper tells you what happened last month. A CPA makes sure the filing is right. Neither one tells you whether you can afford the next order, or which of your products is quietly funding the ones that lose money.

That's the work I do now — for brands doing $50,000 a month and up, who've hit the point where the guessing has gotten expensive.

I'm not a CPA and I don't pretend to be. What I bring is operating experience with the exact problem you have, and the discipline to put real numbers underneath your decisions.