Case study · Staff Accountants

Cash-basis QBO to GAAP accrual in 45 days, no W2.

Northvale Outfitters rebuilt 18 months of accrual financials in 45 days for first-round investor diligence.

Cash-basis QBO, 90-day diligence window, no W2 commitment.

Northvale Outfitters ran cash-basis books on QuickBooks Online with a part-time bookkeeper who reconciled inventory twice a year. Two prospective investors required accrual-basis monthlies, a proper inventory waterfall, and SKU-level cost of goods — none of which the existing setup produced.

The diligence window ran 90 days. The founder needed accrual financials, SKU-level COGS attribution, and weekly inventory reconciliation.

Founder quote

“We insisted on in-house only. Seven months later, we’re expanding our engagement.”

Founder, Northvale Outfitters

$8M DTC e-commerce, Pacific Northwest · 18-month accrual rebuild, 33% W2 saved

45-day accrual rebuild, zero W2 commitment.

The engagement resolved the bind that had stalled the founder’s hiring decision: a five-month traditional-hire ramp running directly through the diligence window. The accountant produced an accrual reconstruction in 45 days — a scope any new W2 hire would have spent three months to map. The founder kept capacity flexibility: no equity grant, no severance exposure, no fixed-cost commitment ahead of round close. Inventory reconciliation runs weekly, not semi-annually, and SKU-level margin sits in the founder’s Tuesday packet.

Case study · Staff Accountants

From QuickBooks to GAAP-ready monthlies in 90 days.

Cresta Analytics stood up board-grade reporting ahead of a Series B raise, without a $115K in-house hire.

Series B in 90 days. Five-month hire timeline.

Cresta Analytics outgrew its QuickBooks Online setup but could not justify a $115K full-time staff accountant against an upcoming Series B raise. The CFO needed monthly accrual-basis financials at board quality, ARR reconciliation tied to the CRM source-of-truth, and a deferred-revenue waterfall — none of which the existing part-time bookkeeper could deliver.

The board cycle began in 90 days. Hiring through traditional channels meant a five-month timeline: search, onboarding, ramp-to-productive. Two board meetings would arrive before any new hire produced their first accrual monthly. The CFO had a clear choice: accept a five-month gap, or solve the capacity problem differently.

CFO quote

“Even if the cost was the same, I’d choose this. But the fact that it’s 50% less is just remarkable.”

CFO, Cresta Analytics

$15M ARR B2B SaaS, Boston · Day-14 first monthly, 39% W2 saved

Capacity in July, not October.

The engagement removed the two-board-meeting gap that a traditional hire would have produced. The first board cycle ran on accrual monthlies produced by a GAAP-certified accountant with senior review attached — the same packet structure the lead investor expected during diligence three months later. The CFO ran no search, negotiated no equity, and absorbed no five-month productivity ramp. The capacity that would have arrived in October arrived in July instead.

Case study · Comprehensive Bookkeepers

From 4 charts-of-accounts to 1 weekly P&L in 30 days.

Bayside Wellness Group unified bookkeeping across 4 spa locations into a single weekly P&L in 60 days.

4 locations, 4 bookkeepers, no single P&L.

Bayside Wellness Group grew from 1 location to 4 in 18 months through acquisition. Each location ran its own bookkeeper and chart-of-accounts variant. The internal team took six weeks to assemble consolidated financials, and the resulting numbers never reconciled cleanly. 3 of the 4 bookkeepers worked part-time, 2 sub-contracted through unaffiliated firms, and the chart-of-accounts mismatch hid 2 locations’ true margin from the founder.

The founder needed three things at once: a single weekly close, a unified P&L per location, and senior oversight she did not deliver herself. Coordinating 4 part-time bookkeepers across 4 entities consumed 4 hours of her week and produced no actionable view of which spa earned its keep.

Founder quote

“We finally have a weekly P&L by location. I can see which spa is making money on the Tuesday morning call. That changes how we run the business.”

Founder & CEO, Bayside Wellness Group

$18M wellness operator, Tampa Bay · 6-week to 1-week close, Month 2

4 hours per week returned to the founder calendar.

The engagement returned 4 hours per week of the founder’s time previously spent coordinating 4 bookkeepers. Location managers receive a same-Tuesday margin snapshot for their site, with year-over-year and forecast variance attached. Two acquisitions from the prior 18 months now produce comparable P&L data.

Case study · Comprehensive Bookkeepers

From 28-day close to 6-day close at a $22M industrial supplier.

Aldermont rebuilt the monthly close cycle in 90 days after the internal bookkeeper retired in Q2.

Four-month backlog, 60 days to a board deadline.

Aldermont’s books fell four months behind for over a year. The internal bookkeeper retired in Q2 and left behind 12,800 unreconciled transactions across 11 bank and credit-card accounts. Monthly financials arrived three to four weeks past month-end, and the CFO corrected each one before circulating. Purchasing, pricing, and board-reporting decisions all ran on data that was already obsolete.

The CFO needed three things, and needed them fast: a Foundation cleanup of the backlog, a sustainable monthly close cadence, and senior review without the cost of an $80K to $115K in-house controller. The board had scheduled a strategic review in 60 days. Financials needed to land reliable by then.

CFO quote

“I didn’t realize how steady our business really is month to month. I was used to seeing big expenses throw off individual months. Now I see exactly where our true performance lands every cycle.”

CFO, Aldermont Manufacturing

$22M industrial supplier, Midwest U.S. · 28→6 day close, Month 3

Three hours per week back on the CFO calendar.

The engagement returned three hours per week of CFO time previously spent chasing the bookkeeper for status. The Continuous Close Method™ runs on a documented cadence; the CFO opens the same monthly packet on the same calendar day each cycle. Reconciliation exceptions surface in the close memo with a recommended action attached. Inventory-carrying, vendor-terms, and quarter-end accrual decisions now run on data fewer than seven days old.