Six engagements, with the numbers

Accounting firm 🇺🇸 CPA firm · Texas

12-partner practice stopped turning away bookkeeping work

A mid-sized CPA firm with a 140-client monthly bookkeeping book was declining new work because seniors were fully consumed by compliance. Realisation on the fixed-fee book had fallen below 60%.

What we did

• Four dedicated accountants plus a reviewer, working US hours
• Existing close process documented into an SOP before any handover
• Two-month parallel run across a 12-client pilot group

“We stopped turning away bookkeeping clients. Four Accountforme accountants took the compliance grind and our own team moved onto advisory — which is where our margin actually is.”

— Managing Partner

Business, direct 🇦🇺 Multi-site retail · Melbourne

Retail group replaced a three-week close with a five-day one

A 14-store retail group had one bookkeeper and an office manager handling everything. Month-end took three weeks, BAS was routinely late, and store-level profitability was unknown.

What we did

• Full back office: AP, AR, payroll, BAS and month-end reporting
• Store-level P&L built into the chart of accounts from scratch
• POS and bank feed automation replacing manual entry

“The security review was the hardest part and they passed it. Two years on, BAS lodgements have not been late once.”

— Finance Director

Accounting firm 🇬🇧 Accountancy practice · Manchester

Practice flexed through busy season without contractors

A 30-person practice was spending heavily on contract staff each January to March, at rates that erased the margin on the work they were hired to deliver.

What we did

• Two full-time equivalents year-round, scaling to six in season
• Year-end accounts and CT600 preparation to the firm’s file standard
• Fifteen-day notice period on scaling up or down

“Busy season used to mean contractors at panic rates. Now we flex the team up in January and back down in May, and the file quality is consistent either way.”

— Practice Director

Business, direct 🇺🇸 SaaS company · Series B

Finance function built ahead of a funding round

A venture-backed SaaS business needed investor-grade reporting and clean historicals before a Series B, with no in-house finance team beyond a part-time bookkeeper.

What we did

• Eighteen months of historicals rebuilt and reconciled
• Deferred revenue and ARR schedules established under US GAAP
• Monthly board pack with cohort and churn analysis

“Diligence came back with no accounting findings. For a company our size that is not normal, and it came up in the negotiation.”

— Chief Executive

Business, direct 🇨🇦 Construction · Ontario

Job costing that finally matched reality

A contractor with 40 concurrent jobs had no reliable job-level margin. Retentions were untracked and WIP was estimated annually by the external accountant.

What we did

• Job costing structure rebuilt with subcontractor tracking
• Retention and WIP schedules maintained monthly, not annually
• AP cycle moved onto approval workflow with three-way matching

“We found two hundred thousand dollars of retentions nobody had chased. That paid for the engagement several times over in the first year.”

— Owner

Accounting firm 🇬🇧 Bureau payroll · UK

Payroll bureau doubled client count without hiring

A practice running payroll for 180 client companies was capacity-bound and error-prone during peak weeks, with one person holding all the process knowledge.

What we did

• Full process documentation before any transition — a first for the firm
• Three dedicated payroll specialists with second-reviewer sign-off
• RTI, auto-enrolment and CIS submissions to a fixed weekly calendar

“Documenting it was worth the engagement on its own. We had been one resignation away from a serious problem for years.”

— Payroll Director