Accounting operations & monthly close
Defined accounting responsibilities, account reconciliations, close management, cash-flow reporting, management reporting, and controller-level review.
Client Accounting Services
Professional Services
Build clearer reporting around the economics of your firm.
Turn time, billing, WIP, and accounting data into a clearer view of project, client, service-line, and partner performance.
When this relationship may fit
Built for established firms with recurring business-level complexity.
This service is designed for established law, architecture, engineering, agency, consulting, and other professional services firms seeking an ongoing accounting and business-tax relationship.
The strongest fit is generally a firm with employees or contractors, multiple owners or service lines, work in process or project reporting, recurring management needs, or an upcoming financial milestone. Within that business engagement, directly related owner matters may be included. Broader personal, trust, estate, or charitable tax needs are separately scoped through Private Client Services.
If time, billing, WIP, collections, and the general ledger do not align, an Accounting Operations Assessment can help identify whether the first priority is the close, information flow, responsibilities, or reporting.
Often a strong fit when
- The monthly close is not producing timely information for firm leadership.
- Time, billing, work in process, collections, and the general ledger do not consistently align.
- Leadership wants more useful reporting by client, engagement, service line, team, or office.
- Partner compensation, distributions, and capital activity are maintained outside the core reporting process.
- Cash-flow and tax decisions need to be coordinated during the year.
- Growth, financing, succession, or a contemplated sale will place more attention on the financial information.
For recurring accounting and business-tax needs
Explore Business Accounting & Tax
Bring accounting and business tax together.
Business Accounting & Tax connects the close, management reporting, Controller oversight, and year-round business-tax planning. We can also help with a specific reporting need, deadline or transaction.
How we can support the financial function
Connect the close, firm economics, business tax, and financial readiness.
Each engagement is shaped around the firm's operating model, ownership structure, current team, systems, reporting needs, and upcoming decisions.
WIP, profitability & partner reporting
Reporting based on available time, billing, work-in-process, collection, and accounting data to help leadership evaluate clients, engagements, service lines, and owner activity.
Client Accounting ServicesBusiness tax planning & compliance
Entity tax compliance, projections, estimated-tax coordination, and fact-specific analysis of compensation, entity, multistate, and other business decisions.
Business TaxFinancial readiness
Organization of accounting records, reporting, schedules, and responsibilities before financing, leadership succession, an ownership change, or another defined milestone.
Financial Readiness
What management should be able to see
A recurring view of client economics, delivery, collections, and owner activity.
Revenue pipeline and production
Backlog, work in process, earned and billed revenue, time, and realization measures appropriate to the firm's billing model and available data.
Client and engagement profitability
Revenue, direct labor cost, write-downs, and gross contribution by client, engagement, service line, team, or office using documented cost assumptions.
Billing, collections, and cash
Unbilled work in process, receivables aging, collections, staffing and payroll commitments, and the near-term cash outlook viewed together.
Owner and firm outlook
Partner compensation, distributions, and capital activity alongside budget and forecast variance, the tax calendar, and ownership or financing milestones.
Project profitability
What extra hours do to a fixed-fee project
An unchanged fee can hide the cost of extra staff time. See how a project compares with its budget, then look separately at what has been invoiced and paid.
Questions firm leaders ask before changing the reporting process
Can you work with our existing bookkeeper and practice-management system?
Yes. We begin with the current team, responsibilities, and systems. We can add close management, reporting, controller-level review, or business-tax coordination without automatically replacing the people or platforms already in place.
Will profitability reporting create false precision?
The reporting uses stable definitions, an approved labor-cost basis, and the client, engagement, service-line, team, or office views supported by the available data. It is reconciled to the accounting records where practicable, and material assumptions or data limitations remain visible to management.
Can this support an ownership change or future sale?
We can organize historical financial and tax information and prepare seller-side management schedules for firm leadership and its advisers. Attorneys, valuation professionals, brokers, and other transaction advisers remain responsible for legal structure, value, marketing, negotiation, and execution.
Make project, client, and partner performance easier to understand.
Share how the firm tracks time, billing, WIP, and profitability, and where the current reports stop being useful. We'll discuss a stronger reporting approach.
Discuss Your Firm's Reporting