In the order we do it.
Intercompany balances have not agreed in four periods and the difference gets plugged. Currency translation is done at whatever rate was handy. The lender stops believing the consolidated numbers, which is the moment this becomes urgent.
One chart of accounts and one reporting currency, with every entity mapping into it consistently. Eliminations automated and traceable to source, so a consolidated number can be walked back to the transaction that created it.
Intercompany priced on purpose and documented — not because the auditor asks, but because an undocumented intercompany policy is a transfer pricing exposure sitting on the balance sheet. Currency exposure identified and, where it warrants it, hedged deliberately rather than by accident.
Local advisers in each jurisdiction stay. We coordinate across them and own the boundary in writing, so nobody is doing the same work twice and nothing falls between them.
What you can do afterwards that you cannot do now.
Hand a consolidation to a lender without a covering explanation.
Close the group in the same time as a single entity.
Know where the currency exposure actually sits.
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 situations that route here.
“We have grown into a group and nothing reconciles”
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.