NONPROFITSECTOR · UNITED STATES AND CANADA

Finance leadership for nonprofit and member organizations.

The board sees a surplus and the organization cannot pay for anything, because most of the money is restricted and the reporting does not separate what is spendable from what is not. Grants are tracked in spreadsheets outside the ledger, so compliance reporting is rebuilt by hand each time and rarely reconciles to the accounts. Program costs are understated because shared overhead is never allocated, which quietly misrepresents the cost of the work to the funders who paid for it.
THE MEASURE THAT FINDS ITUnrestricted operating result, and months of unrestricted reserve
WHAT WE DO ABOUT IT, BELOWREMOTE-FIRST, ON SITE WHEN IT CHANGES THE OUTCOME
How We Run It Here
01 / 03
What a finance function in this sector actually needs.

Restricted and unrestricted are separated in the ledger rather than in a memo, with release from restriction recognized as conditions are actually met. The board sees the unrestricted operating result and the months of unrestricted reserve, which are the two numbers that decide whether the organization can act.

Grants are administered inside the accounting system: budget against actual by grant, by funder and by period, with the compliance reporting produced from the ledger rather than reassembled. Program, administrative and fundraising cost is allocated on a documented, defensible basis, so what a program costs is a fact rather than an argument.

Reserve policy, investment policy and the audit or review file are prepared in advance. Canadian organizations get the treatment their own framework requires, including the election between deferral and restricted-fund accounting and the annual return and disbursement obligations that go with charitable registration — which are materially different from United States practice.

WHO YOUR CFO DRAWS ON FOR THIS SECTOR

Fund accounting specialists in both the United States and Canada

What Changes
02 / 03
What you can do afterwards that you cannot do now.
Tell your board what is actually spendable. Report to a funder from the ledger instead of rebuilding it. Say what a program truly costs, with the basis written down.
Who Holds The Seat
03 / 03
Matched to the sector, not to the postcode.
We hire for what somebody has run rather than where they live, which is the only reason we can put a CFO in your seat who has already done this in a business like yours.
YOUR CFO, FOR THIS SECTORHas closed a fund-accounted year end on both sides of the border

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 OTHER ELEVEN
The rest of the scope.
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.
Construction and tradesDistribution and wholesaleManufacturingProfessional servicesMulti-unit and hospitalityProperty and real assetsTechnology and recurring revenueHealthcare and clinical groupsTransportation, fleet and logisticsFranchise and multi-unit operatorsConsumer brands and e-commerce
SEE THE FULL SCOPE →
What Happens Next

Your sector is one conversation away from a written answer. Start with what is actually going on.

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.
BOOK A CONVERSATIONREAD THE AGREEMENT
ONE HOUR · NO CHARGE · A WRITTEN NOTE BACK WITHIN TWO WORKING DAYS
THE HOURWhat the business does, how the cash moves through it, and what would have to be different in a year.
THE NOTEWhat we heard and what we would look at first, in writing, within two working days.
THE PODA CFO who has run finance in this sector before, with a named backup who already knows your file.
THE STANDARDClose by the seventh working day, pack on the eighth, and a published response standard in between.