Finance operations · Automation · Revenue integrity
Controller-level financial management on a part-time or interim basis, for organizations that do not need or cannot justify a full-time controller in house — and project work for those that have one but need a specific problem solved.
This is deliberately a high-touch, controller-level engagement rather than an outsourced bookkeeping department: reviewing financial statements, overseeing the close, and supplying the technical accounting judgment a growing organization needs between audits. It is scaled to what a principal-led firm can do well, and it is not a substitute for an in-house accounting function.
Close and reporting
- Month-end close oversight and multi-entity consolidation
- Financial statement preparation and variance analysis
- Budgeting, forecasting, and cash flow management
- Board- and investor-grade reporting packages
- Technical accounting memoranda under ASC 606 and ASC 842
- Coordination with external auditors and tax preparers
Automation
Replacing manual spreadsheet workflows with documented, repeatable processes: multi-source ledger ingestion, automated reconciliations, system-ready journal entry files, and anomaly detection for duplicate entries, miscoded transactions, and posting lags. The objective is a close that runs in hours rather than days, and that someone other than its author can run.
Revenue integrity
Independent review of billing and revenue processes: reconciling rate logic to the governing contract or tariff, testing the full transaction population rather than a sample, quantifying over- and under-billing, and identifying the process conditions that caused it rather than only the individual errors.
Audit readiness
- Audit readiness assessments and preparation of client-provided schedules
- Balance-sheet account reconciliation and general-ledger cleanup
- Historical record reconstruction and complex reconciliations
- Documentation of accounting policies and procedures
Note the boundary: where this firm performs the audit, it does not also perform the work the audit examines. Independence is evaluated before any engagement is accepted, and controller-level work is taken on for organizations this firm does not audit.
How it is delivered
The work is done by the principal, not passed to junior staff, and it leans on technology rather than hours: cloud-based tools and real-time data give a client better visibility into its own numbers than a much larger back office usually provides.
While Texas is home, the practice is borderless — clients are served nationwide, wherever they are located.