Audit, controls, and a finance function built for the size you are now.
The systems that carried you to your first billion in turnover will not carry you past it. The finance team that was one trusted person is now three people working without a manual.
Meanwhile the board wants assurance, lenders want covenants monitored, and every month closes a little later than the last one.
An external audit that satisfies your board, your lenders and your regulator.
Independent testing of the controls the business now depends on to function.
Senior finance leadership at the point you need the judgment but cannot yet justify the salary.
Design the finance function for the next three years rather than the last three.
For debt, equity, or bringing in a strategic partner.
Where there are several entities, subsidiaries or countries to pull together.
The statutory work, planned around your calendar rather than ours.
A standing arrangement for the questions that arrive between audits.
A controls redesign, a system implementation, a valuation. Defined scope, defined end.
Talk to a partner about timing, scope and what we would need from your team.