Accounting & Finance

Day-to-day accounting run for you, from payables, billing, and payroll through the monthly close and financial statements. We own the back-office so it doesn’t stall when someone leaves, and you know what will be done and when. We automate where it pays and coordinate with your tax preparer.

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A senior controller on an interim or ongoing basis. The controller owns the close, reviews reconciliations, supervises accounting staff, and keeps controls working. It fits teams that do the work well but need experienced oversight.

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CFO-level judgment on an interim or ongoing basis, without a full-time executive salary. The CFO works as a strategic partner to leadership, bringing a finance view to major decisions before they’re made. That includes planning and forecasting, board and lender relationships, and financing, from loan packages to covenant compliance and lender reporting.

Experienced accounting and finance people placed in one or more roles, working inside your team on your systems and calendar. They’ve done the role before, so they need little ramp-up, whether you’re covering a vacancy, a growth spike, a system conversion, or a project your staff can’t absorb.

When the close runs late and balances need rework, reports reach leadership after the decisions they were meant to inform, and audits start behind. We bring the books current and move the close onto a standardized cycle with clear accountability, so it finishes on a set day each month and support is ready when auditors ask.

Finance teams often run on workarounds and on what a few people know, and that stops working as volume grows. We redesign workflows, roles, and handoffs for your volume and staff, and standardize the repeatable steps so they can be automated, using AI where it fits. Desk procedures and training back it up.

A system chosen for its features rather than your needs, or loaded with messy data, costs more to implement and gets in the way of automation later. We document requirements and blueprint future-state processes, workflows, and chart of accounts, shortlist the systems that fit, then manage implementation through data migration, testing, and go-live.

Revenue recognition, leases, consolidations, and complex transactions are where audit adjustments usually start. We research and document each position up front, so the treatment is right the first time and stands up to scrutiny whether in private, public, government, or nonprofit sectors.

Deals slow down or lose value when the numbers don’t survive diligence. When buying or merging, we support financial due diligence, reconcile closing balances, and handle the purchase price allocation. When selling, we clean up the books and prepare for a quality of earnings review. After close, we bring the books, close, and systems together so the combined organization reports as one.

When operational data sits in other systems with no consistent link to the ledger, reporting shows that margin moved but not which customers, services, or jobs moved it. We map transaction data to the drivers that matter, set up job costing where work is project-based, and agree on shared definitions across finance, operations, and sales, so you can see what each part of the business costs and earns.

Monthly reporting and dashboards built around the handful of KPIs that drive your business, including leading indicators that flag risks before they reach the financials. Assembly is standardized, so reports arrive shortly after the close and time goes to explaining what moved, why, and what needs attention. Board and finance committee packages follow the same structure.

A budget that stays useful after it’s approved. We build budgets and rolling forecasts from volume, pricing, staffing, and labor cost rather than a percentage added to last year, and set up a plan-to-actual review with a clear explanation for each variance, so every miss traces back to the assumption behind it.

Early warning when cash is going to be tight, and a clear view of what will close the gap, such as collections, payment timing, or financing. We build rolling 13-week cash flows from receivables, payables, payroll, debt service, and pending grant reimbursements, update them weekly, and reconcile them to actual bank balances. The format is one lenders recognize.

Models that test a major decision before you commit to it, such as an expansion, a new location, key hires, or a financing, with the assumptions laid out so you cansee what would have to be true for it to work. Recommendations are framed around who owns the decision and what waiting would cost, so good analysis doesn’t stall between departments.