We help leadership understand performance, plan cash, evaluate risks, and make better-informed decisions. We can lead your existing finance team, add a missing layer, or manage the accounting, reporting, and finance-related workflows that support those decisions.
Add a senior financial leader who connects performance, cash, forecasts, and business plans to the decisions ahead.
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Add senior oversight to strengthen the close, supporting schedules, controls, and management reporting.
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Put recurring accounting, reconciliations, and month-end close on a dependable cadence.
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Correct overdue or unreliable records and establish a dependable starting point.
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Improve the processes, systems, ownership and cadence that keep work moving, from billing and collections to reviews and handoffs.
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Your existing team can remain in place. Finsightic can lead above it, assume a missing responsibility, or coordinate the full finance function.
When several services are combined, accounting keeps the records current, controller oversight strengthens the close and reporting, and CFO leadership turns the information into forecasts, analysis, and decisions. Operations support improves the systems and workflows that move information and work across the business.
Specific situations we get called about, and what we do about each one.
The questions that bring people here are usually decisions, not accounting problems. These are the ones that come up most.
A bookkeeper left, a system was switched, or the month just stopped getting closed. The books still exist, but nobody trusts them enough to decide anything. The work is to bring them current, reconcile what can be reconciled, and tell you plainly what was found.
Knowing the bank balance is not the same as knowing what is committed. Payroll, payables and a slow-paying customer can turn a comfortable balance into a tight one. A short forecast that shows what is already spoken for answers this better than a longer report does.
A first finance hire is a real cost and a long commitment, and it is easy to hire for the wrong level. It is worth separating the work that needs a full-time person from the work that needs senior judgment a few days a month.
Revenue grows and the bank balance does not follow. Usually the business cannot see margin by job, service or customer, so the pricing conversation has no numbers behind it. That is a reporting problem before it is a pricing one.
A bank, a buyer or an investor wants statements that hold up to being read closely. What they expect is consistency, a close that lands on a date, and balances that tie to something.
Complexity arrives earlier than people expect: grant funding to account for, research spend to track, contracts that span fiscal years, inventory or job costing that has to be set up deliberately rather than patched later. We build the accounts around how a business actually runs rather than a template.
Tell us what the business is dealing with and we will propose a starting point. We reply within one business day.
