Most businesses end up with the work split three ways — someone keeping the books, someone filing the return, and someone to call when a decision needs numbers behind it. Each is good at their part; what falls between them is context. Here it is one relationship. Each engagement is scoped and priced on its own — never bundled by default.
Clean books, a close that lands on a date you can plan around, and management reporting your board or your lender can actually read.
Transactions recorded and reconciled, the close finished on a fixed day each month, and reported the same way every time so the trend means something.
Revenue, margin, cash and runway on the first screen of the portal, with the statements behind it — current between closes, not as at a month-end you have already forgotten.
Returns prepared and filed on your frequency, with input tax credits reviewed rather than assumed — the most commonly under-claimed line in an owner-managed business.
Source deductions, T4s and T5s filed on time, with the worker-classification question answered before CRA asks it.
Compliance filed on time and planning done before year-end — on both sides of the border, by a CPA who spent five years in a large international firm's tax group and came out still liking it.
T1, T2 and GST/HST filings, handled as part of your regular close — no year-end scramble, no surprise balance in April.
Salary versus dividend, RRSP and TFSA positioning, estate freezes, family trusts and succession — planning done before the year ends, when it still changes the answer.
Representation, submissions and objections handled by someone who speaks CRA's language — so you don't have to.
1040, 1120 and informational filings for businesses and individuals with US exposure, including treaty positioning.
Contemporaneous documentation and T106 compliance for cross-border related-party transactions.
Entity setup, economic nexus assessment, US sales and use tax, and the structuring questions that are cheap to answer early.
The CFO-level work that turns a set of books into a decision: forecasting, board reporting, transaction readiness, and the systems work underneath all of it.
Financial strategy, forecasting and close-process improvement for growth-stage companies that need CFO-level thinking without a full-time hire.
The package your board actually reads — built once, produced every month, and defensible line by line when somebody asks.
A model that ties to the books, updates with the close, and tells you what changed rather than restating what you already knew.
Books, schedules and support prepped so the audit firm, the lender or the acquirer is never waiting on you — and so diligence doesn't reprice the deal. Another firm performs the audit; this is the work that gets you through theirs.
Improve margins today and increase the business's value at a future sale — built on having run the finance function through the change, not on having advised someone else to.
ERP and systems selection, implementation and adoption — leading teams through the change without disrupting the close.
“The accountant who files your return should be the one who already knows why the number moved. That is the whole argument for keeping accounting, tax and advisory in one place — and the reason most businesses end up paying three people to each hold a third of the picture.”
Tell me about your company and I will recommend a starting scope — no commitment.
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