Case studies and working notes on close, systems and FP&A — written for the people who have to answer for the numbers.
Gross margin had been flat for six quarters while revenue grew. A rep-level contribution model tying CRM data to the ledger found a 12% discount rate hiding inside the top performer's numbers — and an entire territory running below its cost of coverage. Result: 230 basis points in three quarters.
Fifteen days to five, across eight legal entities. Why closes actually run long — manual matching, serial dependencies, reviewing everything instead of the exceptions — and the order in which to fix them.
Read →An enterprise-wide Sage Intacct reimplementation across every subsidiary. The technical work is solved; what stalls these projects is that nobody wants to arbitrate whose chart of accounts wins.
Read →Administering a $230M facility. What lenders actually read for, why covenant headroom belongs in the forecast rather than the certificate, and a reporting cadence that prevents surprises.
Read →ASC 606, 842 and 326 create consequences that are decided by people outside accounting — a negotiated term, an embedded lease, a receivable nobody reserved against. What a memo must contain, and why it has to be written first.
Read →From years on the audit side: what auditors actually test, why reconstructing support after the fact triples the cost, and why the discipline pays even if you are never audited.
Read →How a private equity-backed software platform absorbed roughly fifty add-on acquisitions — consolidating a dozen legacy entities onto one general ledger and turning acquired teams into contributors.
Read →Business insight through accurate financials
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