Six service lines that share one calendar, one chart of accounts and one accountable partner. Take one, or run them together so the close, the filings and the controls stop contradicting each other.
Each page below sets out what the service includes, what you receive, how the engagement runs, and what it does not cover, so you can rule us in or out without a sales call.
A disciplined monthly close producing GAAP-basis statements you can act on, with a written commentary on what moved and why.
Federal and New York filings on a managed calendar, with the planning conversation happening in Q3 rather than the week before a deadline.
Audits, reviews and compilations delivered to a published timetable, plus readiness work so your first audit is not also your hardest.
Controls sized for the business you are now, documented well enough that they survive the person who designed them leaving.
Structured risk assessment before something goes wrong, and disciplined, defensible forensic work when it already has.
Senior financial leadership at the cadence you actually need, usually two days a month, not five days a week.
Most people arrive describing a symptom rather than a service. Find yours below. The mapping is usually more obvious from the outside than from inside the business.
| If this sounds familiar | The likely issue | Start here |
|---|---|---|
| "We close the books six weeks after month-end, if at all." | No documented close process; reconciliations done ad hoc rather than on a schedule. | Accounting & Bookkeeping |
| "We keep getting IRS or New York State notices." | Filing calendar is reactive; estimates based on last year rather than this year's actuals. | Tax Planning & Compliance |
| "Our lender or board is asking for audited statements." | Books are on a cash or hybrid basis; no audit trail for significant estimates. | Audit & Assurance |
| "One person can raise, approve and pay an invoice." | Segregation of duties failure: the single highest-frequency control gap we find. | Compliance & Internal Controls |
| "Something in the numbers does not add up and I cannot say why." | Possible misappropriation, systematic error or unrecorded liability. Needs investigation, not a guess. | Risk & Forensic Accounting |
| "I am making seven-figure decisions from a bank balance." | No forecasting model, no KPI reporting, no cash visibility beyond the current week. | Outsourced CFO & Advisory |
Still ambiguous? That is normal, and it is exactly what the first thirty-minute conversation is for. Book a consultation and we will tell you which of the six (if any) you actually need.
Two commercial shapes, chosen by the nature of the work rather than by what is convenient to invoice.
For work that never finishes: bookkeeping and monthly close, managed compliance calendars, ongoing control testing, and outsourced CFO support.
For work with an endpoint: audits and reviews, controls assessments, forensic investigations, system migrations and transaction support.
Independence rules prohibit a firm from auditing financial statements it prepared. If we do your bookkeeping or act as your outsourced CFO, we cannot issue an audit opinion on those statements, and we will tell you that at scoping rather than after you have signed. Where that conflict exists we will happily perform a compilation, run your audit-readiness program, and refer you to independent audit firms we rate.
Percentage-of-completion is not the same problem as grant restriction accounting, and neither resembles multi-state sales tax nexus. Every service line above is delivered with the compliance regime that actually governs your sector in mind.
Any single service line stands on its own. Most clients start with one (usually bookkeeping and monthly close, or a one-off internal controls assessment) and add others only when there is a clear reason. There is no bundling requirement and no minimum.
No. Professional independence rules prohibit the same firm from auditing financial statements it prepared, and we will not work around that.
If we do your bookkeeping or outsourced CFO work, we can perform a compilation, run your audit-readiness program, and introduce you to independent audit firms, but the opinion has to come from someone else.
Typically four to six weeks from engagement letter to the first clean close. That covers the assessment and findings memo, system and access setup, clearing any prior-period backlog, and one supervised close cycle run alongside your team.
Heavily backlogged books or a mid-year system migration can push this to eight or ten weeks. We will tell you which you are looking at during scoping, not after.
We work in your existing system wherever it is fit for purpose: most commonly QuickBooks Online, QuickBooks Desktop, Xero, Sage Intacct and NetSuite, alongside the usual AP, payroll and expense tools that sit around them.
We only recommend migrating when the current system is genuinely constraining the close or the reporting, and any migration is scoped as separate project work with its own fee and timetable.
Yes, and it is frequently the best-value structure. Your team continues day-to-day transaction entry; we own the close, reconciliation review, reporting and compliance calendar.
We document the split in a written responsibility matrix at the start, precisely so nothing falls into the gap between two teams, which is where most of the expensive mistakes live.
Bring your last set of financials and your current pain point. You will leave knowing whether you have a bookkeeping problem, a controls problem or a leadership problem, and what it would take to fix it.