Financial, Risk & Transaction Advisory

Finance & Risk Management

We help organizations strengthen the connection between financial performance and risk management so leadership can make better, faster decisions. Our work typically begins with understanding your business model, revenue drivers, cost structure, and key risk exposures—operational, financial, regulatory, and strategic. We then assess existing controls, governance, and reporting to identify blind spots, overlaps, and inconsistencies. From there, we help define risk appetite, design practical risk frameworks, and embed risk thinking into planning, forecasting, and day-to-day operations. This may include improving cash and liquidity management, enhancing working capital, tightening credit and collections practices, or designing better controls over key processes. The goal is an integrated view where finance and risk work together: clearer visibility on performance, fewer surprises, and a more resilient financial profile that supports growth.

Financial Reporting, Audit & Assurance

We support organizations in building financial reporting environments that are accurate, timely, and audit-ready. Our work spans the full reporting lifecycle: closing the books, consolidations, reconciliations, and internal/external reporting. We review your current reporting processes, chart of accounts, data flows, and control environment to identify bottlenecks, manual workarounds, and sources of error. Then we help design improved close calendars, standardized reconciliations, documentation, and review procedures that reduce cycle time while improving reliability. We also assist in preparing for audits and reviews—supporting pre-audit readiness, remediation of prior findings, technical accounting assessments, and coordination with auditors. When needed, we help align financial and management reporting so executives and boards see a consistent view of performance. The outcome is a reporting function that leadership and stakeholders can trust, without overburdening your finance team.

Tax Strategy & Regulatory Compliance

We help organizations navigate tax and regulatory complexity in a way that is strategic, defensible, and aligned with their operating model. Our tax strategy and regulatory work starts with understanding your structure, jurisdictions, and growth plans, then identifying key obligations and exposure areas. We support the design of compliant, efficient tax approaches in coordination with your existing tax advisors—translating requirements into practical processes, documentation, and controls. On the regulatory side, we help interpret relevant rules and standards, map them to your processes and systems, and define ownership for compliance activities across finance, risk, and operations. This may include preparing for regulatory exams, responding to inquiries, or remediating past gaps. Our focus is on building frameworks that reduce compliance firefighting, make responsibilities clear, and allow leadership to make informed decisions about risk and cost trade-offs.

Finance Transformation & Operations

We help finance functions move from “scorekeeping” to strategic partnership. Finance transformation and operations work begins with an honest view of how finance spends its time today: manual reporting, reconciliations, transactional processing, ad hoc analysis, and stakeholder requests. We then design a target operating model that clarifies roles (FP&A vs. controllership vs. operations finance), standardizes core processes, and uses technology and automation to remove low-value work. This can include redesigning the month-end close, implementing better forecasting and budgeting routines, introducing shared services or centers of excellence, and defining service levels with the business. We also help implement enabling tools—ERP enhancements, reporting platforms, workflow tools—together with clear governance and training. The goal is a finance function that is faster, more accurate, and more focused on insight and decision support, not just transactions.

Strategy, Transactions, M&A & Restructuring

We support organizations through moments of change—acquisitions, divestitures, investments, restructurings, and other critical strategic moves. Our work can span from early-stage options analysis and financial modeling to diligence support, integration planning, and post-close execution. We help leadership understand the true economics of a deal: value drivers, risks, synergies, and integration complexity. On the restructuring side, we support scenario planning, cost and cash analysis, operating model redesign, and stakeholder communication. Throughout, we focus on linking transaction or restructuring decisions to realistic implementation plans—structure, systems, people, and processes—so value is actually realized, not just modeled. The outcome is a more disciplined approach to major decisions, with clearer visibility on impact, trade-offs, and execution risk.

Regulatory, Risk & Forensics

We help organizations manage heightened regulatory expectations and investigate issues when something goes wrong. Regulatory, risk, and forensics work often begins with specific triggers—new regulations, regulator feedback, control failures, or suspected misconduct. We support clients in assessing the scope of issues, reviewing transactions and data, and documenting findings in a way that stands up to internal and external scrutiny. This may include designing and executing targeted reviews, enhancing controls and monitoring, and helping respond to regulators, boards, or auditors. We also help strengthen your ongoing risk and compliance frameworks so similar issues are less likely to recur—clarifying policies, improving training, and embedding more robust oversight and reporting. Our aim is to help you navigate sensitive situations with rigor and transparency, while building a stronger control and compliance culture for the future.

Implementation Approach

Financial, risk, and transaction work should start with a clear view of how money flows through the business, where uncertainty sits, and which decisions matter most. The aim is to connect performance, risk, and deals into one coherent picture—not treat them as separate conversations.

Phase 1: Assess Performance, Risk & Controls

• Clarify strategic goals, capital needs, and stakeholder expectations

• Map key financial processes (order-to-cash, procure-to-pay, record-to-report, forecast-to-fund)

• Review financial reporting, controls, and risk management practices for gaps and duplication

• Identify pain points: slow close, weak visibility, frequent surprises, audit or regulatory issues

This phase results in a concise assessment of where finance, risk, and transaction capabilities are limiting performance or increasing volatility.

Phase 2: Design an Integrated Finance & Risk Roadmap

• Define the target state for finance, risk, and transaction support (roles, processes, systems)

• Prioritize initiatives across reporting, controls, forecasting, liquidity, risk frameworks, and deal readiness

• Translate priorities into clear workstreams with outcomes, owners, and timelines

• Align leadership on key metrics (e.g., close time, forecast accuracy, control deficiencies, cash visibility) and risk appetite

The roadmap is sequenced into realistic waves—addressing core hygiene and visibility first, then more advanced capabilities like scenario modeling, integrated dashboards, or deal playbooks.

Phase 3: Implement, Embed & Optimize

• Redesign and implement improved financial processes, controls, and reporting routines

• Enhance tools and data flows (ERP, consolidation, BI, risk and compliance systems) where they add real value

• Stand up or refine governance bodies (audit/risk committees, investment or deal forums) with clear decision rights

• Develop playbooks for transactions and restructurings, including financial modeling, diligence, and integration steps

Progress is monitored through a small set of financial and risk indicators—close speed, quality of reporting, frequency and severity of control issues, cash and liquidity metrics, and outcomes from audits or reviews.

The journey focuses on building a more resilient and insightful finance and risk engine: one that gives leadership a clear, timely picture of performance and risk, supports major decisions and deals, and reduces the likelihood of financial or control surprises as the organization grows.

Their thorough approach to risk management gave us confidence in our financial reporting and internal controls.

New York

Thanks to their detailed evaluations, we identified key areas to strengthen our accounting processes effectively.

Chicago