Most finance problems a growing company has are really one problem: the close drifts. Numbers arrive late, they arrive different, and by the time anyone reads them the month they describe is over. We run the close to a calendar and hand you statements you can act on.
It finishes when it finishes, so nobody plans around it and every month is a negotiation.
Nothing catches a miscoding until it shows up in a report somebody is presenting.
A statement tells you what happened. It does not tell you why, which is the part you needed.
What an engagement includes depends on scope. These are the parts that come up most.
Every task, who does it, and the day it is due, agreed before the first cycle.
Preparation and review are separate steps done by separate people, and the engagement says who does which.
What drove revenue, what drove expenses, what changed in margin, written in sentences.
Most of our clients close between the fifth and the tenth working day. The date is agreed in the engagement and it is the same date every month, which matters more than the number itself.
Yes, and it is common. They prepare, we review and own the close. The engagement names who does which step so the review stays a genuinely separate pair of eyes.
No. We prepare clean accrual-basis books and hand them to your CPA, and we coordinate with them directly so they are not chasing you for schedules.
We will say plainly whether this is work we should be doing for you, and what it would cost.