Each step, in full.
The year-end audit is treated as an event that happens to the company rather than the natural consequence of twelve closes. And the controls that exist protect against the fraud somebody read about, not the one this business is actually exposed to — which is almost always in payments, payroll or inventory.
The close becomes a dated timetable with named owners: what happens on day one, who does it, and what unblocks day two. Recurring accruals get standing calculations rather than monthly judgment. The reconciliations that matter are done first, not last.
Controls are designed around where the money actually moves in your business. Segregation of duties, approval limits set at amounts that mean something, and a control matrix with the gaps named and ranked — so you are choosing which risks to accept rather than discovering them.
Most finance functions do not need a new system. They need the one they have configured properly, and two integrations that stop the re-keying — and we tell you when that is the answer. Most finance functions do not need a new ERP; they need the one they have configured properly and two integrations that stop the re-keying. We say when a replacement is genuinely warranted, and what it will cost you in disruption when it is not.
What you can do afterwards that you cannot do now.
Plan around a close date that does not move.
Hand the auditor a file that was ready before they asked.
Know which control gap you are living with, on purpose.
Your CFO does not do this alone.
With a named controller alongside them, a named backup on every seat, and the specialist bench behind both — all inside one fixed monthly fee.
The sentences that bring somebody here.
“I cannot see my cash far enough ahead”
“The month-end close takes three weeks”
“We are raising, and I do not think we are ready”
“Someone wants to buy us”
“We have grown into a group and nothing reconciles”
“My finance person is leaving”
“The auditor is questioning how we book revenue”
Nobody needs all of it at once.
The diagnostic decides which two or three matter first in your business, and you keep that assessment either way.
Tell us what your month looks like. We will tell you whether this is the first thing to fix.
One hour on your business, with the CFO who would hold the seat rather than a salesperson. Nothing to prepare and nothing to sign. A written note back within two working days saying what we heard and what we would look at first.