See what’s coming, while you can still do something about it.
Your books get done and nobody goes through them with you. You find out about a margin problem a quarter late, and a full-time controller costs more than the problem does. That gap is most of what we do.
We are your controller. Your CPA still does your return.
What that means, specifically
The close, on a date you can plan around
We own it. Accruals, prepaids, inter-account transfers, the payroll tie-out. Closed by a stated day each month, not whenever it gets done.
Margin you can finally see
One contractor’s revenue and costs sat in a single blended number. We rebuilt the accounts so both split by channel. Three channels that had looked identical came back more than twenty points apart. Same business, same month — the difference had just never been visible.
Thirteen weeks of cash, laid out ahead of you
Week by week, built off real receivable and payable timing rather than an average. You see the tight week before you are in it.
The tests that catch what a variance hides
Work invoiced but missing from revenue. Revenue never invoiced. Invoices with no cost attached. Cost with no invoice. Cost sitting in work-in-progress with no job number — the most common way job costing breaks silently.
Payroll, and the exposure underneath it
Multi-state withholding, class codes, PEO reconciliation, contractor classification. Florida is looking at classification right now. I have answered one of these in California and the classification held. Your file should hold up too.
A standing conversation
A scheduled call where we go through it together. Not a reporting package landing in your inbox — a conversation about what the numbers mean for where you are taking this.
You are making decisions you cannot see clearly — a hire, a price, a job — and a full-time controller costs more than the problem does.
What you actually need is a CFO — raising capital, a sale or an acquisition, a board and investors to answer to. That sits above where we stop, and we will tell you so rather than stretch this to cover it.
Twenty-five to thirty owner-run companies at a time, across two dozen industries. Carrying that many sets of books at once is its own discipline, and the spread means whatever your industry does differently, I have probably already worked in it.
For a stretch I was the entire finance and HR department at one company. One person, no backup. I learned what it is to carry the whole financial side of a business by yourself — which is exactly the weight this level is built to take off you.
Where we stop
We don’t file your tax returns, represent you before the IRS, audit or attest to anything, or raise capital. The ceiling is controller-level and it is deliberate.
Twenty minutes, straight read.
We look at where your books actually stand and whether this level is the one you need. If it isn’t your situation, no harm — we will tell you which one is.
A status line on a schedule, news or not
Nothing leaves here without a final check