Financial decision-making is a critical function in small businesses, particularly in informal and resource-constrained environments where formal systems, financial literacy, and technological tools are often limited or absent. In such settings, decisions are frequently made intuitively by founders or key individuals, influenced more by experience and community norms than by structured analysis or forecasting. This paper explores the financial decision-making process in small enterprises through an in-depth case study of Adivasi Herbals Hair Oil, a rural business in Karnataka, India, which exemplifies the intersection of traditional practices, ethical sourcing, and informal financial management. Using a qualitative methodology that combines interviews, observation, and thematic analysis, the study identifies key gaps in recordkeeping, pricing strategies, governance mechanisms, and technological adoption. Despite these challenges, the enterprise demonstrates strong alignment with ESG principles through sustainable sourcing, inclusive employment, and environmentally friendly packaging although these efforts remain undocumented and under-leveraged. Findings reveal that financial decisions are shaped by behavioural biases, cultural expectations, and short-term operational needs. The paper argues that improving financial decision-making in small enterprises requires an integrated framework grounded in behavioural finance, simplified governance practices, and accessible digital tools. Tailored interventions such as mobile-first accounting software, context-aware financial literacy programs, and basic internal controls can support small businesses in transitioning from intuitive management to more structured and sustainable financial practices