Real work, real breakthroughs.

What we found

The organization had grown, but the accounting structure had not grown with it.

Books were maintained primarily through bank feeds on a cash basis, open customer receivables were not consistently tracked, the A/R and A/P aging reports contained misapplied transactions, and the chart of accounts included duplicate and misclassified accounts. Most urgently, a funding requirement called for an accrual-based financial audit.

What we did

Rebuilt the accounting foundation needed for an accrual-basis audit. We established beginning and ending balance sheets, converted the audit year to GAAP, identified and classified assets, accruals, deferred revenue, debt, related-party activity, and other accrual transactions, and created supporting schedules, including one to manage nearly 70 current and historical leases.

We also standardized the chart of accounts across three related entities, consolidated duplicate accounts, cleaned up A/R and A/P aging, and reorganized direct expenses so the client could see gross margin on services.

What we found

Provider pay was managed manually through Excel spreadsheets that relied on hard-coded formulas and manually entered data. The process was time-consuming, vulnerable to errors and duplicate payments, and did not include a reconciliation back to actual attendance entries.

The accounting team then created separate uploads to process provider payments through the bank and record the transactions in the general ledger.

What we did

Designed and built a proof of concept using actual attendance data from the client's medical billing system instead of manually entering attendance, then ran the new process in parallel with the existing one to validate the results.

Once the concept was proven, we designed the workflow and partnered with a third-party developer to build an Excel macro that combined reports from the billing system and created an upload for the client's existing payroll platform. Providers gained self-service access to maintain their own banking and address information, reducing manual updates and opportunities for error.

We also moved ownership of the process from Accounting to HR/Payroll, where the work naturally belonged, and aligned the provider pay schedule with existing payroll cycles.

What we found

The Director of Finance gave notice in the middle of the annual audit, one year after the company took private equity investment and while the business was navigating acquisitions, a banking transition, debt compliance, and monthly board reporting.

The accounting team could keep the day-to-day work moving, but there was no experienced finance leader to own the full picture. The CEO was being pulled deeper into accounting operations when his attention needed to stay on M&A activity and the private equity relationship.

What we did

Stepped into the controller seat to provide continuity while the company searched for permanent leadership.

We drove month-end close across the parent company and its newly acquired subsidiary, ran weekly finance meetings and individual team check-ins, prepared recurring entries and balance sheet reconciliations, managed intercompany activity, and ran biweekly payroll for two companies.

We also corrected prior consolidation issues, rebuilt supporting schedules, created a repeatable borrowing-base calculation for monthly line-of-credit reporting, and worked with the assistant controller so he could spend more time on financial analysis and board reporting instead of getting buried in day-to-day accounting.