Our FP&A consulting builds the budgeting, forecasting, and reporting capabilities leadership needs to make confident decisions, not just informed ones, with senior practitioners who work alongside your team, not behind it.
We work directly alongside your finance team and deal counsel, not behind them. Every engagement is managed by senior professionals who are accountable for your timeline and outcome.
1
Understand
Diagnose deal context, data, and timeline.
2
Align
Finance, ops, and counsel rowing in one direction.
3
Execute
Senior-led delivery, accountable to close.
Senior-led FP&A built around the decisions your business needs to make, not just the reports your finance team produces.
Before a business invests in better FP&A, it usually hits the same walls. When several show up together, the cost shows up in slow decisions and missed opportunities. Recognizing them early is half the work.
Recent FP&A and financial-visibility engagements: what we walked into, and what changed.
Every engagement is staffed with experienced FP&A practitioners who operate at the strategic level, not just produce reports.
We understand how financial performance connects to operational execution and systems, because that's where the insights actually live.
We don't hand over a model and leave. We build alongside your team, transfer knowledge, and stay accountable to outcomes.
Our FP&A professionals have worked across PE-backed companies, healthcare, manufacturing, and technology, proven approaches applied to your specific context.
The senior advisors who'd actually run your engagement, not a pitch team.
Transaction Advisory Expert
Marcus, CPA, MBA is a seasoned accounting and finance leader with 20 years of experience in audit, technical accounting, FP&A, and commercial finance. He has held leadership roles in Big Four public accounting and multinational organizations, advising finance leaders across healthcare, life sciences, manufacturing, retail, and sports entertainment. Beginning his career in the Big Four, he led audit engagements for publicly traded and privately held companies, ensuring compliance with SOX 404, U.S. GAAP, and SEC reporting. In the private sector, Marcus has specialized in financial modeling, revenue reporting, budgeting, and process optimization within global corporations.
Contact UsWhat deal teams get wrong, what we've learned across 90+ acquisitions, and how to be ready before the process starts.
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Scope varies by engagement, but typically includes budgeting, rolling forecasts, cash flow management, financial modeling, scenario analysis, KPI development, and management reporting. We tailor each engagement to the gaps and priorities specific to your business.
The clearest signal is when leadership is making significant decisions without reliable financial data to support them. Other triggers include budgets that consistently miss reality, a finance team stuck in backward-looking reporting, rapid growth that has outpaced your current processes, or a major event on the horizon like a capital raise or acquisition.
Yes, and for many growth-stage and mid-market companies, outsourcing FP&A is the most practical path to senior-level financial expertise. Outsourced FP&A professionals can work alongside your existing finance team to fill specific gaps, or serve as your entire FP&A function until an internal hire makes sense. The goal is always to build capability, not dependency.
Accounting records and reports on what has already happened. FP&A focuses on what is likely to happen and what should happen, using historical data as an input to forward-looking analysis. The two are complementary; strong general and operational accounting is the foundation that makes good FP&A possible.
Most businesses have more financial data than they know what to do with. What's missing is the structure, expertise, and process to turn it into decisions. That's exactly what our FP&A consulting is built for: senior-led, hands-on, and designed around the outcomes you're working toward.
Talk to an FP&A Expert