The implementation partner configures the system and leaves. The bookkeeper closes the month and hands over a trial balance. The advisor interprets numbers they did not produce. I run all of it, so nothing falls between the handoffs.
Finance functions rarely fail in the middle of a task. They fail at the handoff.
A company buys a new ERP. The implementation partner configures it, hits go-live, and moves to the next client. Nobody owns what happens on day 31.
The bookkeeper closes the month and produces a trial balance. Turning that into something an owner, a board, or a lender can act on is a different job, and it usually lands on whoever is least able to refuse it.
An advisor writes commentary on financials they did not build and cannot fully vouch for. When the auditor asks how a number was derived, the trail goes cold.
Every client I have taken on was broken at one of those seams. Usually the same one: the numbers existed, and nobody could turn them into a decision.
Four lines of work. They are stages of the same thing, in order.
NetSuite and Sage Intacct implementation and migration, including finishing rollouts other teams abandoned. QuickBooks Online cleanup and migration to a real ERP. Payroll and HRIS deployment. AP and spend management: approval workflows, corporate cards, expense policy, and the controls that make month-end predictable. Reporting architecture built to survive a handoff.
Monthly close and a full balance sheet, income statement, and cash flow package on your calendar. Trial balance normalization and roll-forward. ASC 606, deferred revenue, and customer deposit schedules. Where there is more than one entity: consolidation, intercompany reconciliation, three-way tie-outs, eliminations, and non-controlling interest. I work alongside your bookkeeper or accounting staff, so the same package arrives the same way every month regardless of who prepared what.
Board decks and executive summaries. Budget-to-actual with written commentary that explains the operation rather than restating the numbers. Rolling reforecasts. KPI scorecards with operating metrics sitting against the financials. Liquidity, leverage, and covenant coverage reporting.
Management of the annual audit or review through to completion. Liaison with your CPA firm, tax preparers, and insurance providers. Development and mentoring of your own accounting staff, so the capability stays in the building.
Three tiers, one fee, no hourly billing. Every engagement starts with a paid diagnostic, and the retainer is quoted from what it finds.
For companies that close the books competently and still cannot produce anything the owner, the board, or the lender can use.
Ownership of the numbers. The close itself, and everything built on top of it.
Forward-looking and external-facing. The work that happens before the month rather than after it.
A narrow practice by choice. Being direct about fit saves us both a call.
What the finished product looks like.
A travel and hospitality group carrying $46.4M in assets closed every month in a 33-tab manual workbook nobody fully understood. Rebuilt from source into an auditable consolidation that feeds the board deck and holds up under the annual review.
A healthcare SaaS company was deciding headcount by argument. Every planned hire now carries a measured threshold, tested against the closed books each month, so the question stopped being whether the company can afford it.
A national nonprofit association publishes its financials to its own members every quarter and is audited every year. Deferred membership revenue across four terms, quarterly disclosure statements, and three internal accountants developed.
Tell me what your needs are and how we can partner together.
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