This interview is with Inbar Madar, Founder and Principal Consultant at Flip Fractional.

Inbar Madar, Founder and Principal Consultant, Flip Fractional

Can you introduce yourself and share a bit about your expertise in business strategy and finance?

I’m Inbar, founder and principal consultant at Flip Fractional. We’re a strategy firm that operates as the executive power team behind high-growth businesses. I’ve spent my entire career in business strategy, starting from the store level and working my way up through management, corporate, and senior leadership. I know business strategy inside and out — teams, multi-million-dollar budgets, expansion, scale, and operations. And I genuinely love it. Building the engine behind growth never gets old.

What inspired you to focus on helping businesses with their financial management and scaling strategies? Can you walk us through your career journey?

What inspired me was frustration—the good kind. I kept giving business owners unsolicited advice (sorry, everyone) because I’m too passionate about this stuff. When I see a blind spot, I have to call it out and find a solution. My brain never really clocks out.

Even in my corporate years, I grew into a consulting-type role. I worked for an international beauty brand, traveling the world to support franchise owners and make sure their businesses were both profitable and stable.

For a while, I thought I’d take all that experience and open my own business, but I realized what I really wanted was to make my unsolicited advice… solicited. So instead of building one brand, I built Flip, my strategy firm where we help many. We work with seven- and eight-figure companies that already have traction but need the structure and strategic firepower to scale profitably.

You’ve mentioned the importance of forecasting and budgeting for business owners. Can you share a specific instance where your financial forecasting significantly impacted a client’s business decisions?

We operate as a full fractional executive team, so we never look at anything in isolation. They came to us for sales strategy, but when we zoomed out, it was clear they were missing something fundamental – forecasting. Once we built that model, the real story came out. Sales weren’t the issue. Timing was. Their busy months were covering their slow ones, and they were pouring marketing dollars into seasons with no client demand. They were overstaffed when things were quiet and scrambling when business was booming. Once we fixed that, everything else like sales, staffing, cash flow, it all finally made sense and we were able to flip the script for them.

Many entrepreneurs struggle with pricing their products or services. Based on your experience, what’s a common pricing mistake you’ve seen, and how did you help a client overcome it?

Honestly, the biggest mistake is not taking the time to build a pricing strategy. I get it, most founders and CEOs don’t have the time to analyze every variable. But pricing can make or break your business. Too high, and customers hesitate. Too low, and you lose both value and profit. In between, you get lost in the noise.

We worked with a construction company whose crews were quoting prices on the spot, just based on what looked right. It was inconsistent and risky.

We built them an interactive pricing framework that connected costs, market data, target margins, and flexibility for changes in materials or labor. It not only increased their profits but also boosted their conversion rate by 20 percent. That’s what happens when pricing stops being random and starts being strategic.

In your work with startups, what’s the most critical KPI you’ve found that often gets overlooked, and why is it so important for long-term success?

Profit by product or service. It’s simple but powerful. It shows you where to focus. Maybe one product brings in lots of revenue but not much profit, so you scale through volume. Maybe another is niche but high-margin, so you invest in depth instead of breadth. It’s one of those numbers that changes how leaders think once they finally see it.

Team leadership is crucial for scaling operations. What’s the most valuable lesson you’ve learned about leading teams through periods of rapid growth?

Your employees don’t need pep talks and endless meetings. They need to understand the mission, their metrics, and their path for growth. The best teams I’ve led, whether inside Flip or with clients, have been built on alignment and trust. Leaders often fall into two extremes — either too lenient or too rigid. The goal is balance. You can be kind and direct at the same time. Structure creates freedom. When people know what success looks like, they can actually achieve it.

Looking at the current economic climate, what’s one unconventional piece of financial advice you’re giving to your clients that goes against traditional business wisdom?

Stop cutting for the sake of cutting. Every financial decision should have purpose. You can’t shrink your way to success. Instead of slashing costs, strengthen what’s already performing well. Optimize it, invest in it, and make it more efficient. The strongest companies right now are the ones staying proactive and strategic while everyone else is reactive.

Thanks for sharing your knowledge and expertise. Is there anything else you’d like to add?

Thanks for having me! I’ll say this: business strategy doesn’t have to feel corporate or serious all the time. It can be creative, exciting, even fun. That’s what we do at Flip. We make the behind-the-scenes side of growth feel energizing again. If your business is growing fast and you’re ready for it to feel a little easier – we’re your people.