Embarking on a buy-side acquisition necessitates a strategically crafted plan to align with your company's long-term objectives.

When most people hear “CPA” they think of busy season, taxes, and long hours.

In a world where leadership is often associated with charisma, strategy, and decisiveness, one quality I’ve consistently seen in leaders I admire is authenticity.

The initial 100 days following an acquisition are pivotal for setting the trajectory of the newly combined entity.

Preparing your company for acquisition, ensuring a seamless transition that maximizes value WHILE minimizing disruptions to the company’s operations is paramount.

As a CFO preparing your company for sale, it’s essential to develop a growth narrative that clearly communicates the company’s value proposition, market position, and competitive edge.

When preparing for a sale or major transaction, effective tax planning is crucial for maximizing net proceeds and achieving a tax-efficient exit.

Establishing a well-organized data room is crucial for a smooth and efficient due diligence process.

Effective corporate governance and compliance practices signal operational stability and reduce risk, both of which are highly valued by potential buyers.

As we learned in the previous article, improving your cash conversion cycle can free up cash and enhance liquidity, providing a valuable boost to working capital as you prepare for a sale.

In acquisition agreements, working capital adjustments are a common tool used to ensure the target company has sufficient funds to support ongoing operations after the transaction closes.

As you prepare for a potential sale, clear, accurate financial reporting and robust internal controls are critical components in enhancing company valuation and securing buyer confidence.

For CFOs preparing for a company sale—whether actively exploring opportunities or positioning the company to be ready if a strategic opportunity arises—the first step is a high-level readiness

Preparing a company for sale is a significant undertaking, especially for CFOs juggling the day-to-day demands of running the business.

"We need to implement AI in our accounting department."

"We tried implementing new technology before. It was a disaster."

Unlocking Practical Solutions That Deliver Results

As we step into 2024, several recurring issues remain top priorities for auditors, regulators, and financial leaders.

As year-end approaches, taking proactive steps now helps set the stage for a smooth and efficient close.

As a CEO leading a company with 20 employees and $1 million in revenue, you’ve achieved impressive milestones. However, scaling to 100 employees and substantially increasing revenue presents challenge

"Our last remote audit was a nightmare of endless email chains and version control issues."

The role of the audit committee has never been more critical—or complex.

As the U.S. economy navigates a year marked by persistent inflation and elevated interest rates, Chief Financial Officers (CFOs) face the critical task of steering their organizations toward financial

The Financial Accounting Standards Board (FASB) has issued ASU 2024-03, introducing significant changes to expense disclosure requirements that demand your immediate attention. 

Internal controls are more than just a compliance requirement—they are the foundation of accurate financial reporting, operational efficiency, and regulatory adherence.

Strengthen management's going concern assessment to safeguard your unqualified audit opinion.

Successfully navigating the first 100 days post-acquisition is crucial for maximizing returns, achieving strategic objectives, and ensuring smooth integration.

Now that due diligence is complete, it's time to leverage the insights gained to finalize the valuation and determine an appropriate purchase price for the company.

Board reporting plays a critical role in effective governance, providing directors with the information they need to guide strategy, evaluate risks, and fulfill their fiduciary responsibilities.

Assessing Your PE Potential: Is Your Company Ready for Private Equity Investment?

Private equity due diligence demands a thorough evaluation of a company’s financial operations, requiring preparation that goes beyond basic compliance.

While financial performance often drives initial Private Equity (“PE”) interest, operational excellence increasingly determines deal success.

We explored how to create value and position your company to appeal to private equity investors, focusing on operational excellence, financial readiness, and scalability.

Sucessfully navigating the first 100 days post-acquisition is crucial for maximizing returns and ensuring a smooth integration.

The first 100 days following an acquisition are pivotal for realizing anticipated synergies and driving value creation, while keeping operational disruptions to a minimum

In this second installment of the Strategic Roadmap to Successful Buy-Side Acquisitions, we delve into the critical role of comprehensive due diligence when evaluating a target company.

In this fifth article in our Strategic Roadmap to Successful Buy-Side Acquisitions series, we explore negotiation strategies and key agreements help secure favorable terms when acquiring a target

When most people hear “CPA” they think of busy season, taxes, and long hours. But for me, stepping into advisory has allowed me to grow in my career and build meaningful connections.

As the calendar turns to Q2, many companies hit a crucial point in their hiring strategy.