Strategic finance for US luxury goods companies across fashion, watches, jewelry, art, collectibles, and resale.

A fractional CFO for a luxury goods company handles the financial work that an in-house finance team would do — but on a part-time, scope-flexible basis. For luxury specifically, this means asset-level contribution margin (carrying cost, financing, insurance, storage), VIC concentration analysis and client lifetime value, channel waterfall P&L across boutique, wholesale, auction, e-commerce, and resale, landed cost modeling under tariff exposure, full-price sell-through tracking, provenance and authentication cost accounting, bespoke project profitability, and 13-week cash forecasting tied to collection cycles. The work is delivered by experienced finance professionals trained in-house at EasePro.

Luxury inventory — fine art, collector cars, watches, high jewelry — does not behave like mass retail inventory. It does not depreciate the same way, but it incurs steady carrying costs: financing interest, insurance, climate-controlled storage, conservation, and security. These costs are commonly treated as general overhead rather than allocated to specific assets, which makes per-item profitability invisible. A $300K asset held for 24 months at 7% financing accumulates roughly $42K in financing cost alone, plus $6K in insurance and $8K in storage — a $56K break-even gap that does not appear on any nominal sale-price view. We build per-asset cost ledgers with true IRR on completed sales, break-even sale-price calculators, and maximum holding period thresholds tied to the cost of carry.

Industry research from Bain-Altagamma indicates very important clients — approximately 2% of the total luxury customer base — now account for roughly 45% of global personal luxury goods purchases, up from around 35% a few years earlier. For an independent boutique or gallery, this concentration is even sharper: 5–10 clients commonly drive 40–60% of annual revenue. We build VIC profitability models that capture true contribution after private discounts, gifting, advisor time, and entertainment cost. We map client purchase history, outreach cadence, and lapse risk. We institutionalise relationships so they survive staff turnover. And we set diversification thresholds so the business is not one VIC relationship change away from a material revenue hit.

Never compare luxury channels on gross margin alone. The same item can generate three times the profit through a boutique versus an authorised dealer, and five times more than through a grey-market clearance — but the boutique requires capital, staff, rent, and visual merchandising that must be modelled against realistic throughput. We build a channel waterfall P&L that captures every cost layer: wholesale discount (commonly 40–55% of retail), authorised dealer discount (commonly 20–40%), auction seller commission plus buyer's premium (commonly 12–26%), resale platform take rate (commonly 20–40%), authentication, photography, return rates, and channel-specific marketing. The output is a per-item channel comparison that shows true net contribution — not headline price.

A significant share of US luxury goods is imported from France, Italy, Switzerland, Japan, and other markets. A 10-percentage-point increase in effective tariff on imported luxury inventory translates, at a 65% gross margin, to roughly a 6.5 percentage point gross margin reduction — material for a boutique operating at 15% net margin. Brand-authorised pricing constraints often prevent independent retailers from repricing as quickly as costs shift. We build a landed cost model by HTS code, duty rate, freight, insurance, and currency, then scenario-test gross margin under 5%, 10%, and 20% duty increases. The model identifies which categories can absorb cost, which require pricing action, and which need dual sourcing to spread concentration risk.

We work with US luxury and premium businesses across the size spectrum — from emerging brands and independent boutiques at $1M–$10M revenue building their first VIC profitability model and channel waterfall, through mid-market luxury operators at $10M–$100M needing landed cost modeling, asset holding cost ledgers, and pricing integrity dashboards, through larger luxury groups and platforms needing consolidated channel P&L, fund-level reporting, and audit-ready financials. Engagement scope adjusts to revenue stage, asset class, and channel mix; the standard does not.