TAX & INCENTIVESPART OF THE FRACTIONAL CFO SCOPE

Tax coordination and incentives.

Tax is something that happens after the year ends, which means every planning opportunity has already expired by the time anyone looks. The accountant is handed a trial balance in month four and asked to do their best. Incentives that the business qualified for — R&D credits, SR&ED, grants — are missed because nobody was tracking the qualifying activity while it was happening, and reconstructing it afterwards is expensive and unconvincing.
WHAT WE DO ABOUT IT, BELOWUNITED STATES AND CANADA
How We Run It
01 / 03
What we actually do, in the order we do it.

Tax moves to the front of the year rather than the end of it. Position understood quarterly, provision modeled with the assumptions written down, and the effective rate explained before it appears in the accounts.

On incentives, the qualifying work is captured as it happens — project records, time, technical narrative — so the claim file is built through the year and hands to your preparer complete. That is the difference between a claim that is filed and one that is defended.

Structure is reviewed whenever entities, states or provinces change, because the cost of getting that wrong compounds quietly.

BROUGHT IN FOR THIS, AT NO CHANGE TO THE FEE

Tax specialists working alongside your own preparer

What Changes
02 / 03
What you can do afterwards that you cannot do now.
Know your tax position before the year ends, while something can still be done about it. Claim what you are entitled to, with the evidence already assembled.
Who Arrives With This
03 / 03
The sentences that usually bring somebody to this page.
Nobody arrives asking for a workstream. They arrive with a situation, and this is one of the two or three we would put against it.
“Something here describes our month.”
THE OTHER SIXTEEN
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.
Planning and forecastingReporting, KPIs and the boardCash, treasury and working capitalControls, systems and the closeDebt and lendersEquity and investorsTransactionsValue, exit and successionPricing, margin and unit economicsCross-border and multi-entityCompensation and the finance teamRisk, fraud and crisisCapital allocation and investment appraisalTurnaround and profit improvementTechnical accounting and revenue recognitionGovernance and stakeholders
SEE THE FULL SCOPE →
What Happens Next

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.
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 PODThe CFO and controller who would hold your seats, each with a named backup behind them.
THE STANDARDClose by the seventh working day, pack on the eighth, and a published response standard in between.