Corporate Finance Advisory Services for Complex Businesses

A corporate finance advisor takes the numbers your team already produces and turns them into decisions. That can mean building a reporting package the leadership team actually reads, setting up a rolling cash forecast, tightening internal controls, modeling a hiring plan, or preparing for a lender conversation. The point is to spot risk and opportunity early, while there's still room to act.

Bookkeeping records what happened: invoices, bills, payroll, bank activity. Advisory work asks what it means and what to do about it. You need both. Without clean books the analysis is guesswork, and without analysis the books just sit in QuickBooks. An advisor interprets results, builds forecasts, improves reporting and strengthens controls so leadership can plan ahead instead of reacting.

Usually when the finance questions have outgrown your bookkeeper and your annual tax preparer. Typical triggers: cash is tight even though sales are up, you're taking on debt or investors, you've won a large contract, or nobody can tell you which projects make money. A fractional CFO gives you senior financial leadership a few days a month, without a full time executive salary.

At minimum: income statement, balance sheet, cash flow statement, a budget versus actual comparison and a forward forecast. Then add the measures that matter in your business. For a contractor that might be backlog, indirect rates and unbilled receivables. For a services firm, utilization and receivables aging. Reports only help if they show up on time, are built the same way every month and tie to real decisions.

Yes. That work makes up a good share of our client load. Our founder's background is in federal government contracting finance, so we work comfortably with DCAA expectations, FAR and CAS requirements, indirect rate structures, incurred cost submissions and systems like Deltek Costpoint and Unanet. We help contractors put financial infrastructure in place that holds up from pre award through close out. Some of our staff hold active federal security clearances for sensitive work.

By laying out, week by week or month by month, what's coming in and what's going out: collections, payroll, rent, debt service, estimated tax payments, planned purchases. A good forecast shows a shortfall six or eight weeks before it hits, which gives you time to push collections, delay spending or line up credit. It's less about reporting today's balance and more about seeing how each decision changes liquidity.

It depends on what's most pressing for you. Common pieces include an initial financial assessment, a cleaned up reporting package, budgets and forecasts, internal control fixes, performance analysis and ongoing CFO support. Contractors often add DCAA readiness and indirect rate work, and companies with foreign operations may need cross border tax coordination. If an IRS balance or payroll tax issue turns up along the way, our Enrolled Agent can take on the tax resolution work as well.

Call or send a note describing where things stand: your current reporting, the decisions coming up and what's keeping you up at night. We'll talk it through and tell you plainly where we think help would make a difference. There's no minimum engagement just to have that first conversation, and the founder runs every client relationship directly.