Monthly close
Bank and credit-card reconciliations, accruals, prepaid amortization, and the journal entries that turn cash-basis noise into an accrual-basis picture.
Accounting & Assurance
Monthly close, payroll, and financial statements that hold up under a lender review, an audit, or a buyer’s diligence. A real person on the account, not a portal and a ticket queue.
Overview
Most owner-operated businesses run on bookkeeping that’s good enough to file a return and not much more. That works until a lender wants year-over-year comparatives, an auditor asks for the reconciliation between the general ledger and the sales-tax return, or a buyer’s diligence team asks why cost-of-goods swings eight points in Q3.
Our monthly close discipline produces books that answer those questions on the first ask. Reconciliations are done, accruals are booked, inventory is tied to the physical count, and the financials for the month land within ten business days of month-end.
None of that is glamorous. It just quietly changes what your business is worth when a real number is required.
What’s Included
Bank and credit-card reconciliations, accruals, prepaid amortization, and the journal entries that turn cash-basis noise into an accrual-basis picture.
Payroll runs, tax deposits, quarterly 941s, annual 940 and W-2s, 1099-NECs for contractors, and multi-state withholding when your team lives across state lines.
Monthly P&L, balance sheet, and cash-flow. Comparatives against prior year and budget when a budget exists. Written in the format your lender expects.
Trial balance tied to source documents, schedules for the fixed-asset ledger, and the working papers a reviewer needs. When diligence comes, we hand over a folder, not a scramble.
Chart of accounts that fits your industry, class or location tracking when it’s useful, and cleanup of the mess a bookkeeper who left three years ago put in the file.
For businesses past bookkeeping but short of a full-time hire: cash-flow forecasting, budget versus actual review, lender and board reporting, and someone accountable for the close calendar.
A Decision You Face
Every growing business hits the point where the person entering transactions is no longer the person who can answer questions about them. The usual instinct is to hire. Often that is the expensive answer to the wrong question.
The outsourced route is usually right while the need is real but part-time. A controller-level hire is a full salary plus benefits and management overhead. Outsourced, you buy the specific hours the work takes, and the person doing it already knows your file because they are closing your books and filing your return.
The point at which an internal hire wins is when the work becomes genuinely daily — enough transaction volume, enough staff, enough operational involvement that responsiveness beats depth. We will tell you when you have reached it rather than keeping the engagement past its usefulness.
Who Runs This
Questions about anything on this page go straight to the person who runs this work — not a contact form queue.
Yolanda Prieto, EA
Senior Accountant
[email protected]