Bengaly Kante

Hundreds of files, and the same pattern in most of them.

Most of my career was spent as a Vice President in business and commercial banking at Wells Fargo and PNC. The job sat in the middle: a business owner would come in wanting to buy a company, add equipment, or open a line of credit, and I was the one who read what they brought, financial statements, tax returns, projections, the acquisition documents, and worked out whether the request was going to hold up.

Then I told them the truth about it. Sometimes that meant explaining exactly what the bank would need to see and helping them get the file into shape. Sometimes it meant telling an owner the request wasn't going to work in its current form, and why. Acquisitions, SBA loans across the programs, equipment financing, working capital lines, hundreds of them.

I wasn't the person who approved the credit. I was often the person who could see, before it went forward, where the request was likely to hold up or break down.

Finding that answer was the daily work, and one pattern kept repeating: profitable companies under genuine cash pressure. Not because sales were weak, because nobody could see how cash actually moved through the business. Owners were making real decisions with numbers that only showed them what had already happened.

That gap is why Praxis Profit exists. The same reading, done for the owner instead of the institution, early enough to matter.