CPA & Financial Advisory for Business Owners

We serve as the accounting and tax function for privately held companies — the single accountable party for the books, the returns, the filings, and the answers.

That means one relationship instead of a bookkeeper who does not talk to a tax preparer who has never seen the operating plan. Compliance is handled cleanly and on time, and it produces information we can actually use.

• Business and owner tax return preparation
• Entity structure review and multi-entity coordination
• Federal, Georgia, and multi-state filing compliance
• IRS and state notice response and resolution
• Payroll, sales tax, and 1099 oversight
• Year-round access rather than April-only contact

Planning happens before December, not in April. By the time a return is being prepared, nearly every meaningful lever has already been pulled or lost.

We model entity structure, owner compensation, retirement vehicles, timing of income and deductions, fixed-asset and depreciation strategy, and state exposure — then quantify the after-tax effect of each choice so the decision is made on numbers rather than instinct. For pass-through entities and owners with multiple entities, we coordinate across all returns so a decision in one place does not create a surprise in another.

Many owners have competent bookkeepers who have never been given a standard to work to. We supervise the function rather than replace it where that makes sense: setting the close calendar, reviewing the work, correcting treatment, and taking responsibility for the output.

Where the history is unreliable, we run a cleanup and diagnostic period first. Advisory built on bad data is guessing with better vocabulary.

Reporting is built for the owner, not the file. A one-page summary, a P&L segmented the way you actually run the company, a balance sheet you can trust, the operating metrics that matter, and a short written interpretation of what changed and why.

Accrual-basis treatment where it matters, a chart of accounts restructured around decision-useful segments, and a monthly close that lands within ten business days — early enough that you can still act on it.

We build a driver-based annual budget from headcount, capacity, pricing, and win rates rather than last year's numbers with a percentage on top, then review actual against plan every month and explain the variance in plain terms.

Forecasting is how you find out in February that the plan does not work, while there is still time to change it.

Profit is an opinion; cash is a fact. Most cash strain in a growing, profitable company is a timing problem — receivables stretching, work-in-process absorbing capital, debt service and tax payments landing in the same week.

We maintain a rolling thirteen-week cash forecast and use it to set vendor terms, collection policy, distribution timing, and the size and use of the line of credit.

Owner-led companies typically have no meaningful separation of duties, and most have never had anyone look at where the exposure sits.

We put practical controls in place — approval thresholds, bank and payment segregation, reconciliation discipline, expense policy, and access review — scaled to the size of the business rather than imported from a corporate template. The same controls that reduce fraud risk are the ones a lender and, eventually, a buyer will look for.

How you pay yourself affects payroll tax, qualified business income treatment, retirement contribution capacity, personal borrowing power, and the earnings a buyer will normalize against.

We model salary versus distribution mix, reasonable compensation support, retirement plan selection and funding, and the interaction between the business return and your personal return — then revisit it annually as profit and structure change.

This is where the accounting stops being historical. Pricing decisions, service line profitability, capital purchases, location or crew expansion, debt structure, and the timing of major hires all have a defensible answer once the financial picture is trustworthy.

We bring that analysis to a standing quarterly conversation with the owner, so strategy is set against real numbers instead of a hopeful spreadsheet.

Preparing for growth, financing, valuation, or a potential exit all draw on the same underlying asset: financial information a third party can verify.

Lenders across Georgia underwrite the quality of the package nearly as much as the business. Buyers pay for earnings they can confirm, with documented add-backs and margins that survive a quality-of-earnings review. We build that infrastructure while you operate, so the year you need it there is no scramble and no restatement.

• Lender-ready projections and covenant tracking
• Documented add-back and normalization schedules
• Clean, auditable support for the last three years
• Margin analysis by segment that holds up in diligence
• Coordination with valuation and exit planning work
• After-tax modeling of transaction structure