NOT SURE WHAT YOU NEED?

Start with the problem.

Most people don’t arrive knowing which service they need. They arrive knowing something feels wrong. Find the one that sounds like your week.

My revenue report doesn’t match my bank deposits.

What it usually means

Fees, refunds, payout timing, and sales channels are landing in the books differently than they land in the bank.

Where we’d start

Reconcile every sales platform and payment processor to the bank, then fix what caused the gap.

I moved to a new accounting system and I don’t trust the numbers.

What it usually means

Opening balances, receivables, inventory, or history can shift in a migration, and often no one checks.

Where we’d start

Validate the new file against the old one, balance by balance, and correct what moved.

My books are months behind.

What it usually means

Transactions pile up, reports can’t be trusted, and every decision waits on the catch-up.

Where we’d start

Catch up one month at a time, then set up a close you can keep.

I can’t tell which customers, channels, or products make money.

What it usually means

Revenue is visible, but fees, shipping, discounts, and time aren’t tied back to where they came from.

Where we’d start

Build a profitability model from reconciled books.

We’re profitable on paper but short on cash.

What it usually means

Inventory, receivables, payroll timing, and sales tax can pull cash out faster than profit comes in.

Where we’d start

Build a cash flow forecast and trace where the cash is going.

I’m deciding whether to hire, expand, or take a big order.

What it usually means

Each yes changes your cash position for months or years.

Where we’d start

Model the decision before you commit to it.

A lender or investor wants my financials.

What it usually means

They expect clean books, consistent reporting, and answers to predictable questions.

Where we’d start

Check the foundation, fix what’s weak, and prepare the package and the story.

I get reports every month and still don’t know what they say.

What it usually means

The reports were built to close the books, not to answer the questions you’re asking.

Where we’d start

Walk through your own reports and rebuild them around the questions that matter.

My board or partners need reporting I can’t produce.

What it usually means

Restricted funds, budget versus actual, and board packages need a structure most books don’t have.

Where we’d start

Set up the structure and build a reporting package you can repeat.

What happens on the call

1
You describe the situation
A sentence or two is enough. Part of the call is working out what's really going on.
2
I ask the questions that narrow it down
Where the numbers come from, what you're deciding, and what's keeping you up.
3
You leave with a clear next step
Either a proposed scope with where I'd start, or an honest note that someone else is a better fit.

Before the call

Nothing to prepare, but these help if you have them:

  • The accounting system you use today
  • One report that looks wrong, or one decision on the table
  • Any deadline, such as a lender, investor, or filing date
Prefer email? stephanie@berwickfinancial.com
Based in NYC (Eastern Time Zone).
Pick a time