Most months, accounting is a process. Then something changes shape: a second entity, an annual contract, an investor asking for schedules, a system that no longer fits. These are the situations we get called about, and what we do about each one.
Most finance problems a growing company has are really one problem: the close drifts.
5 guides · what we do →Subscription and contract revenue is the line investors check first and the one most likely to be wrong.
5 guides · what we do →A holding company, a second operating entity, a property or IP company: each needs its own clean books, and the group needs a view that adds them up without counting the same money twice.
3 guides · what we do →Diligence rarely fails on the numbers being bad.
7 guides · what we do →Most control frameworks are written for companies with forty people in finance.
3 guides · what we do →Every growing company ends up with a stack: a ledger, a billing system, a payroll provider, a card, a bill-pay tool.
9 guides · what we do →Payables and receivables are the two places where a finance function is felt by everybody else: suppliers who get paid late, and customers who were never chased.
7 guides · what we do →We do not file taxes and we do not perform audits. Both are the work of a licensed CPA firm, and we are not one. What we do is keep the books and the schedules in the state where your CPA and your auditor can work quickly, and coordinate with them directly so you are not the one passing messages between us.
Describe the situation and we will tell you which it is, and whether it is worth paying us for.