Most engagements share a few things in common, even when the situation itself looks different every time.
This isn't a routine checkup. Most of the time, something particular has happened — or is about to.
Reconciliations haven't happened in years, and nobody's fully sure what the real numbers actually are anymore.
Preparing for the first time a company goes public, takes on institutional capital, or otherwise faces real outside scrutiny.
Integrating a new business, or getting the numbers clean and defensible ahead of a sale or carve-out — where timing and accuracy both matter.
Between CFOs, mid-search, or simply not yet at the size where a full-time hire makes sense — but the finance function still needs someone steering it.
Even a larger company can be a fit if the actual scope is narrower — a single business unit, a specific integration, or one distinct piece of a bigger organization that falls within the usual range. The $200M guideline describes the typical engagement, not a hard wall.
No audits, no tax return preparation, no bookkeeping. The work here is financial leadership and strategy — not compliance services.
That's a deliberate line, not a limitation. It keeps the engagement focused on the problem that actually needs solving, without the scope creep that comes from trying to be a full-service accounting practice.
Client names and details stay confidential unless explicit permission is given to share them — most engagements involve information that isn't public, and that's treated accordingly.