Services
Everything a controller does, on a fraction of a controller's cost.
Engagements are monthly and ongoing. Nothing here is outsourced or offshored — you work with me, and I am the one closing your month. The scope below is what a full engagement covers; smaller groups take a subset.
What actually arrives, every month
Most finance proposals describe activities. This is a list of artifacts — things that land in your hands on a date you can plan around. If one of them does not arrive, you can point at the row.
| Deliverable | Essentials | Growth | Enterprise |
|---|---|---|---|
| Every month, every tier | |||
| Reconciliation file per cash and card account — signed, with the outstanding and in-transit schedules attached | ✓ | ✓ | ✓ |
| Balance sheet support pack — every account, with a rollforward or third-party document behind it | ✓ | ✓ | ✓ |
| Merchant and payment-processor clearing proved back to zero, per processor | ✓ | ✓ | ✓ |
| Payroll tied to the provider's registers, with the liability rollforward | ✓ | ✓ | ✓ |
| P&L, balance sheet and statement of cash flows | ✓ | ✓ | ✓ |
| AR ageing by payer, with the over-ninety bucket named rather than summarised | ✓ | ✓ | ✓ |
| Open items list — every unresolved question, with an owner and a target date | ✓ | ✓ | ✓ |
| Multi-entity and revenue cycle | |||
| Intercompany matrix, proving to zero across the group | — | ✓ | ✓ |
| Consolidated and by-location statements that agree to each other | — | ✓ | ✓ |
| Adjustment analysis split by type — contractual, variance, denial, courtesy, bad debt | — | ✓ | ✓ |
| Contract-to-payment variance test on a rotating sample of payers and codes | — | ✓ | ✓ |
| Written variance narrative — what moved, why, and what to do about it | — | ✓ | ✓ |
| Overhead benchmarking against your own trailing history | — | ✓ | ✓ |
| Monthly review call | — | ✓ | ✓ |
| Planning and transaction work | |||
| Annual budget built to your entity and location structure | — | — | ✓ |
| Quarterly rolling reforecast | — | — | ✓ |
| Budget-versus-actual loaded into the ERP, so it runs off the system | — | — | ✓ |
| Management-company and PC-MSO allocations, applied consistently and documented | — | — | ✓ |
| Revenue cycle programme oversight, including the payer conversations | — | — | ✓ |
| Lender, DSO and diligence support | — | — | ✓ |
Delivered by the fifth business day after month end. Where a tier shows a dash, that work is available as a defined project rather than inside the retainer.
The four things I own
Monthly close
The close is the foundation. If it is late or soft, every number downstream inherits the problem.
Reconciliation that ties first
- Bank and credit card accounts reconciled on control worksheets before anything posts
- Merchant and payment-processor settlements tied to deposits, per processor
- Payroll tied to the provider's registers, not to a memo
- Every balance sheet account supported by a schedule, every month
The method is published in full — read the guides and hold me to them.
Multi-entity mechanics
- Intercompany identified, agreed and eliminated — both sides, every period
- Management-company and PC-MSO allocations applied consistently
- Consolidated and by-entity statements that agree to each other
- Close calendar published twelve months out, five business days, held to
Revenue cycle oversight
This is the part most fractional finance people cannot do, and it is where the money usually is.
Contract-to-payment reconciliation
Paid amounts compared against contracted fee schedules by payer and procedure, so a systematic shortfall shows up as a pattern rather than disappearing into a write-off bucket.
Adjustment and write-off discipline
Contractual versus administrative adjustments separated and trended by location and provider. Write-offs that were never reviewed get reviewed.
AR and payer mix
Ageing by payer and location, denial patterns, and the cash-collection rate that tells you what your production is actually worth.
I oversee and analyse revenue cycle. I am not your billing company and I do not work your denial queue day to day. Where I add value is finding the pattern your billers cannot see from inside the queue, and owning the conversation that recovers it.
Planning and reporting
Annual budget and rolling reforecast
Built to your entity and location structure, driver-based where drivers exist — chair hours, case starts, provider productivity — and loaded into the ERP so budget-versus-actual runs off the system. Reforecast quarterly as reality arrives.
Management reporting
Consolidated and by-location P&L, balance sheet, cash flow and KPIs, with a written narrative: what moved, why, what it means, what to do. Delivered on a date you can plan around.
Overhead benchmarking
Your cost structure by category against your own history — staffing ratio, supply cost, lab, occupancy, provider compensation — so a drift shows up as a trend rather than a surprise.
Transaction and lender readiness
Clean, defensible books and a pro forma that survives questioning — for a bank, a DSO conversation, or a buyer's diligence list. Priced as a defined project, not a retainer.
Systems
I work in the systems group practices actually run on, and I have migrated between them.
Accounting
Sage Intacct, Sage 50, QuickBooks Online and Desktop. QuickBooks ProAdvisor. I led a Sage 50 to Sage Intacct conversion end to end — every GL account mapped, import files coded, years of history migrated, live on schedule.
Practice management
Dentrix and OrthoEdge2, plus the payer portals that sit around them. I can read what comes out of your PMS without a translator.
Analysis
Excel at genuine scale — 75,000-row reconciliations are routine, not a stretch. Where a model is the right answer, you get the model, documented, not a black box.
The first ninety days
You are not paying for a steady state you do not have yet. Most of the work in an engagement is front-loaded, and the first quarter is where the retainer earns out.
Diagnostic
Balance sheet account inventory built from scratch — every account, an owner, a support schedule, a frequency. You get the list of what is unsupported before I touch anything. That list is usually the first honest picture of the books anyone has had.
Remediation
The unsupported accounts get supported, oldest and largest first. Intercompany worked back to the last clean month and corrected forward. Clearing accounts cleaned out. Every correction documented with what it was and which period it came from.
Steady state
Close calendar published and run for the first time end to end. Templates and schedules handed to your team so the routine parts survive without me. First full reporting package with the narrative attached.
The first ninety days are the heaviest and they are inside the monthly rate. I would rather carry that than start the relationship with an invoice for work you cannot yet judge.
What I commit to in writing
What this is actually replacing
Base salary plus benefits, payroll taxes and the recruiting cost to find one — before you consider that a three-location group rarely has enough controller-grade work to fill the seat, so you are also buying idle capacity.
The controller-grade work, none of the idle capacity, and no employment risk. Thirty days' notice instead of a severance conversation.
Salary framing is a general market observation, not a quote, and compensation varies widely by market and group size. The point is the shape of the comparison, not a specific number.
What I don't do, and why
A services page that claims everything is a services page you cannot plan around. These are genuine exclusions, not soft ones.
Day-to-day bookkeeping
AP bill entry, payment runs, payroll processing, daily categorisation. Not because it is beneath the engagement — because it is weekly, interrupt-driven work and I take a deliberately small number of clients so that the monthly work lands on the day I said it would. I will set the process up, define the controls, and supervise whoever runs it. I will not be the one running it.
Audit, review, compilation
I am not a CPA and JMW-Inc is not a CPA firm. If you need an attest engagement, you need a CPA firm, and I will help you prepare for it rather than pretend I can perform it.
Tax preparation and filing
That stays with your CPA. What I do is hand them books that are already clean, which usually makes their job cheaper and their questions shorter.
Working your denial queue
I analyse revenue cycle and own the payer conversation when a pattern is found. Your billing team or billing company still works the queue day to day.
If bookkeeping is what you need right now, say so on the call. I will tell you straightforwardly that I am not the right answer, and I will tell you what to look for in someone who is — including the specific questions that separate a bookkeeper who will keep your multi-entity structure clean from one who will quietly make it worse.
See what an engagement costs.
Three tiers, published prices, no discovery call required to find out whether you can afford it.