Supporter of the golden rule. Former PwC Director + USAF officer. Senior Partner + Advisory Leader of @NumeraAdvisory providing QofE + CFO/Controller leadershipnumerafinance.com/advisory/ Tampa, FLJoined July 2013
What do you call a magic dog? A labracadabrador.
Not all posts have to be about serious accounting and deal diligence. Most will be. Others will be about loyalty to toaster strudels and pizza rolls.
Everyone wants a clean deal. Almost nobody wants to do the work that actually confirms it's clean. That's the gap financial due diligence fills — not because you expect problems, but because 'I didn't find any problems' is a very different statement than 'I didn't look for any.' One of those is defensible. The other isn't.
Most growing companies outgrow their finance function before leadership realizes it. Revenue is up, headcount is up, complexity is up — but the reporting, controls, and financial visibility haven't kept pace. By the time it's obvious, you've already been flying partially blind for longer than you'd like to admit.
An interim/project CFO/Controller can be the key until the right full-timer is found. Make sure it's a real accounting leader with their firm's team in support, not a marketing firm advertising as a fractionalCFO shop with a couple of accounting managers and bookkeepers.
Your company is growing fast, but your accounting team+processes aren't keeping up. That gap will cost you — in decisions made on bad data, in missed signals, in audits that surface problems you could have fixed six months earlier. The best time to close that gap was last year. The second best time is right now.
The misses build up. We see searchers endure oh-so-much, whether it's costly, unforeseen liquidity crunches, crap system integrations, investors/board members unhappy with speed and quality of reporting, all of it starts with getting the accounting numbers right and communicated even better by real accounting leaders. Let us help dammit.
New QofE requirement from the SBA is fairly vague in the new SOP. Hopefully it's not a race to the bottom with a copy-paste exercise from a high volume business plans shop, which if had to make an inference, is what the SBA is trying to get away from.
@patrickdichter Agree to disagree. They break enough, repairs are quick, with relatively low capex needed (Truck and standardized set of supplies/parts). We're helping with a number of these roll-ups and j curves are quick so far post-close.
Hollywell is now Numera Advisory, woohoo! And a fractional CFO and Controller from Numera is a real, tenured accounting professional, supported by our full team (Templates, ideas, guides, scaling up and down). It's not a marketing term for a firm of block-and-tackle accounting managers and a team of offshore bookkeepers.
And they're not a consolation prize for companies that can't afford a full-time, seasoned executive. It's a deliberate decision to bring in senior finance leadership exactly when you need it — during a raise, an acquisition, a difficult audit — without carrying that cost year-round. It's not a workaround. It's how smart ETA and traditional search owner operators build lean, effective F&A functions, until their planned scale happens.
@KHendersonCo@claudeai Told @Sam_Rosati when started Hollywell that our QofE template was only 200 pages before appendices. He said it would make searchers laugh and cry. Changes made to match what the market needed. May AI tools figure it out too.
Deals of all sizes move fast. The market doesn't wait. Your diligence team shouldn't either. If your diligence team is asking you to wait weeks to kick off when you're thinking in days, you have the wrong partner.
@Hollywellteam is Big-4 leadership led and is never the hold up. Let's go already.
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