Every growing company ends up with a stack: a ledger, a billing system, a payroll provider, a card, a bill-pay tool. The trouble is rarely any one of them. It is that they disagree, and reconciling the disagreement by hand becomes somebody job.
Billing says one number, the ledger says another, and the difference is investigated every month.
The new system starts from an opening balance and last year becomes unanswerable.
Each is a sensible pick on its own and the set does not fit together.
What an engagement includes depends on scope. These are the parts that come up most.
What each tool is doing, what it overlaps with, and what is only there out of habit.
Balances and detail carried across, and the first close run in both systems where it matters.
Reconciliations built into the close so a break is found the month it happens.
Usually later than people expect. The reasons that hold up are multi-entity consolidation, revenue recognition at volume, and inventory. Wanting better reports is rarely one, because that is normally a chart of accounts problem.
Yes. That is the point of running a parallel period: the close does not stop while the move happens.
No. We have no commission on anything we recommend, which is the only way the recommendation is worth having.
We will say plainly whether this is work we should be doing for you, and what it would cost.