Advisory

What’s included

• Cash-flow modeling and runway analysis — when does the bank account hit the floor, and what changes that
• Pricing and margin reviews — which products or service lines are actually paying their share, and which are subsidizing the rest
• Bank financing prep — covenant review, projections package, and the conversation to have with the lender
• Owner-comp and distribution timing — separate from tax planning, focused on personal cash flow
• Quarterly check-ins for owners who don’t want to wait until tax season to talk
• Decision support for one-time events — acquisitions, partner buyouts, real estate, large capex

How we work

Advisory engagements are organized around a decision. “Should we hire?” “Are these loan terms acceptable?” “How should we price the new product?” We define the question, agree on the analysis it requires, and bring the findings back in a form you can use.

Support can range from a focused second opinion to recurring fractional CFO guidance. The responsibilities, meeting cadence, and expected work product are defined at the outset so the engagement fits the decision in front of you.

Quarterly check-ins provide a regular opportunity to review the numbers and the calendar, identify developing concerns, and discuss decisions before they become urgent.

Who this is for

• Owners growing past the “founder runs everything” stage who need a finance brain in the room
• Anyone making a one-time decision (sale, financing, acquisition) where the right CPA conversation saves real money
• Owners who already have a bookkeeper or in-house finance person and want an independent outside perspective
• Practices and small firms where the partner-or-owner wears too many hats

Engagement approach

Scope depends on the question, the available records, the depth of analysis required, and the timing of the decision. A written engagement letter confirms responsibilities, deliverables, and timing before work begins.

What to send when you reach out

• The specific question or situation you’re trying to think through
• A rough snapshot of the business (revenue range, employee count, entity type)
• Timing — when does the decision need to land