Small and owner-operated businesses

A financial department for businesses that aren't ready to hire one.

You've built a real business. The financial side should run like one. Hand us the books, payroll, and reporting — we take it over and run it every month, so you don't carry a full finance team on payroll before you need one.

Schedule a Conversation See what changes

No hard sell. Start with a conversation about the business.

The stage you're in

Too big to run finance on the side. Too small to hire a department.

A lot of successful small companies hit the same awkward stage. The business is too big for the owner to keep managing the money informally — but too small to justify a full accounting and finance department.

That gap is exactly where we work. We give you the accounting, reporting, and financial management of a larger company, sized and priced for the business you actually run today.

See how we work
Illustration of a small-business owner behind the counter of their shop
  • The books are always a few weeks — or months — behind.
  • There's no useful monthly reporting to actually run the business from.
  • Every bill still waits on the owner to approve it.
  • Customers pay slowly, and nobody is staying on top of collections.
  • No one is actively managing cash week to week.
  • The only real numbers come from the tax CPA, months after the fact.
  • All the accounting knowledge lives in one employee's head.
  • You can't say for certain which jobs or customers actually make money.
Any one of these is manageable. Together, they mean the financial side has quietly fallen behind the business.

Sound familiar?

The financial side stopped keeping up with the company.

None of this means you did anything wrong. It's what happens when a growing business keeps running its finances the way it did when it was half the size.

The work still gets done — late nights, weekend catch-up, and a nagging sense that you're flying blind on cash and margins. It doesn't have to stay that way.

What changes

What it looks like when the financial side operates like a real department.

Bookkeeping, reconciliations, and the monthly close are the mechanism. Here's what actually changes for you and the business.

01

Books current, closed every month

The numbers are caught up and reconciled — not weeks behind and not a year-end scramble.

02

Reporting you can run the business from

A clear monthly picture of performance, on schedule — not a shoebox handed to the tax CPA.

03

Cash watched and forecast

Someone is on top of collections and cash week to week, so payroll and bills are never a surprise.

04

Someone accountable for finance

The financial operation has an owner — and it isn't you at 11pm. Knowledge stops living in one person's head.

05

Margins you can finally see

Understand which jobs, customers, and services actually make money — before you take on more of them.

06

Your time back

Get out of the bookkeeping and back to running the company and serving customers.

Start small, grow into it

Begin with what you need now. Add the rest as you grow.

You don't have to buy a whole finance department on day one. Most owners start with the basics handled properly, then step up as the business gets bigger and the decisions get harder.

Foundation

Operational Accounting

  • Clean books
  • Reliable close
  • Accurate reporting
  • AP / AR
Management

Controller and Financial Mgmt

  • Cash management
  • AR / AP oversight
  • Margins
  • Controls
Planning

Strategic FP&A

  • Budgets
  • Forecasts
  • Scenario planning
  • Decision support
Leadership

Fractional CFO

  • Strategy
  • Capital
  • Growth
  • Financial leadership

You keep the same team as your needs get more sophisticated — the finance function grows with the business instead of forcing you to switch providers.

Where to start

Pick the level that fits the business today.

Foundation

General and Operational Accounting

Get the books clean, the close reliable, and reporting you can trust — the base everything else builds on.

  • Bookkeeping and reconciliations
  • Month-end close and financial statements
  • Accounts payable and receivable
  • Payroll coordination and cleanup
Explore operational accounting
Management

Controller and Financial Management

When the books aren't enough — someone actively managing cash, collections, margins, and the whole financial operation.

  • Close management and management reporting
  • Cash, AR, and AP management
  • Internal controls and process
  • Job / customer profitability
Explore controller services
Planning

Strategic Financial Planning and Analysis

See where the business is headed — budgets, forecasts, and analysis built around the decisions you actually face.

  • Budgets and rolling forecasts
  • Forecasting the cash coming in and going out
  • Scenario and profitability analysis
  • Owner-friendly dashboards
Explore FP&A
Leadership

Fractional and Interim CFO

Senior financial judgment without a full-time hire — ongoing as a fractional CFO, or as interim cover during a transition.

Explore fractional CFO
Run a contracting, construction, or skilled-trades business? We have a page built around job profitability, cash, and crew growth — see Contractors and Skilled Trades.

Let's talk

You built the business. Let the financial side operate like one.

Tell us where things stand today. We'll help you figure out what the financial side of your business actually needs — and where to start.

Schedule a Conversation See How We Help

No hard sell. Start with a conversation about the business.