The article substantiates the transition from a regulatory-centric to a risk-oriented model of financial control in retail as a condition for the sustainability of results in an environment of high volatility of demand and costs. It is shown that the traditional focus on compliance with procedures and closing periods is insufficient for timely management of margins and working capital in a low-margin and distributed retail operating structure. A holistic risk-based control architecture has been proposed, which includes the principles of proportionality, integrity, data reliability, traceability, independence, and continuous improvement; three subsystems (normative and methodological, information and analytical, and organizational with three lines of defense); and a map of key risks (revenue and discounts; inventory and losses; procurement and supplier payments; payment infrastructure and refunds; master data and primary documents). The operationalization of the approach is provided by a set of early detection indicators, a verification procedure, a scenario analysis of margin sensitivity, and a "loop closure" discipline. Special attention is paid to the quality of data and the consistency of management and accounting as critical factors in the correctness of indicators and decisions.