What changes in the first year

The owner had a dozen LLCs, three bookkeepers and no consolidated view. Property-level performance was guesswork, and a pending refinancing had stalled because the lender could not verify the financials.

We took over the books across every entity, rebuilt the chart of accounts to report by asset, put a close calendar in place, and produced lender-ready statements with a rent roll that tied to the general ledger.

The refinancing closed. More useful day to day, the owner could finally see which properties carried the portfolio and which quietly drained it.

Patient volume grew every quarter while the bank balance shrank. Consolidated reporting hid which locations and which payors were losing money.

We built location-level P&Ls and a provider productivity view, then analyzed net collection rate and cost to serve by payor. Two contracted rates sat below the cost of delivering the care.

Two payor contracts were renegotiated and one low-margin service line was dropped. A weekly dashboard now shows the practice manager when collections slip, within days rather than quarters.

Origination and exit fees were recognized inconsistently and extensions were not tracked against maturity. The warehouse lender's borrowing base certificate was assembled by hand each month, slowly, and not the same way twice.

We rebuilt loan-level accounting covering interest and fee accruals, draw and payoff reconciliation and extension tracking, then put the borrowing base package on a fixed monthly schedule with supporting loan tape.

The lender now gets reporting it can verify, and the manager can see yield and concentration across the book without rebuilding a spreadsheet.

Factor rate revenue, daily remittances, syndication participations and reserve releases lived across several spreadsheets. Syndicate partners questioned their splits regularly and nobody could reconstruct the math quickly.

We built portfolio accounting for advance funding and factor rate revenue recognition, automated daily remittance posting, and began issuing per-syndicate statements with the underlying detail attached.

Syndicate statements now reconcile to the ledger every month, and reserve and dilution reporting is produced without a manual rebuild.

A first-time manager needed institutional-grade fund reporting to raise a second fund, with no in-house finance team and no budget for a CFO, a controller and a fund accountant.

We ran fund and management company accounting, capital calls and distributions, management fee calculations and quarterly LP packages. A partner took LP and auditor questions directly.

Fund II closed without a single finance hire. Diligence raised no reporting issues.

The owner priced jobs from experience and a spreadsheet nobody else understood. Some jobs were profitable and some were not, but nobody could say which in advance.

We restructured job costing so labor, burden and materials allocate to each job, then built a bid calculator on top of the live books. A quote now reflects real cost instead of last year's assumptions.

Nearly a third of historical jobs turned out to be underpriced. Pricing was corrected on new work, and the owner can now watch margin by job while it runs.

Partner allocations and incentive fee calculations were rebuilt by hand each period. Year-end turned into a scramble between the manager, the administrator and the auditors.

We standardized the allocation and fee calculation process, took over management company accounting, and coordinated directly with the administrator and audit team through year-end.

A clean audit with no adjustments, and a reporting process that no longer rests on one person's spreadsheet.