Senior financial help. Without the senior salary.
Andrew held the Controller and CFO seats inside companies for a decade. Now he does that work a few hours a week for businesses that need the expertise and can't justify the headcount.
Ten years in public and private accounting
Controller and CFO roles held in-house
Scope that moves as the business does
Two ways people get here
Most people arrive one of two ways
"We've outgrown our bookkeeper."
Revenue grew and the financial questions got harder. You need forecasting, real reporting, and someone who can tell you what the numbers mean instead of just recording them. A bookkeeper records history. A Controller helps you decide what happens next.
"Our Controller just left."
The seat is empty, month-end is coming, and a real search takes three to six months. You need someone who can step in now, keep reporting on schedule, and hand off cleanly when you hire. Andrew has sat in that seat, so there's no learning curve on what the job actually is.
What We Deliver
What a fractional Controller or CFO actually does
Financial forecasting
Models you can plan against. What the next few quarters look like under different assumptions, and what has to be true for each one.
Cash flow management
Profitable businesses run out of money all the time. Profit is an accounting result. Cash is what's in the account on the 15th when payroll runs. Andrew tracks and forecasts the one that can actually shut you down.
Monthly and quarterly reporting packages
Financials plus the context around them. What changed, why, and what it means. Delivered on a schedule instead of whenever someone asks
Board and lender reporting
Reporting packages built for people who read a lot of them. If you're raising, borrowing, or answering to a board, the format and the rigor matter as much as the numbers.
KPI definition and tracking
Most owners track revenue and their bank balance. Andrew figures out the three or four numbers that actually predict how your specific business is doing, and puts them in front of you every month.
AP and AR oversight
Money going out on the right terms, money coming in on time, and someone watching both instead of noticing at quarter end.
Accounting system setup
Building the finance function where there isn't one. Chart of accounts, close process, documentation standards, and the workflows that keep it running.
Strategic tax planning
Coordinated during the year, while there's still time to act. Once the year closes, most of the options are gone.
What We Deliver
What a fractional Controller or CFO actually does
Financial forecasting
Models you can plan against. What the next few quarters look like under different assumptions, and what has to be true for each one.
Cash flow management
Profitable businesses run out of money all the time. Profit is an accounting result. Cash is what's in the account on the 15th when payroll runs. Andrew tracks and forecasts the one that can actually shut you down.
Monthly and quarterly reporting packages
Financials plus the context around them. What changed, why, and what it means. Delivered on a schedule instead of whenever someone asks
Board and lender reporting
Reporting packages built for people who read a lot of them. If you're raising, borrowing, or answering to a board, the format and the rigor matter as much as the numbers.
KPI definition and tracking
Most owners track revenue and their bank balance. Andrew figures out the three or four numbers that actually predict how your specific business is doing, and puts them in front of you every month.
AP and AR oversight
Money going out on the right terms, money coming in on time, and someone watching both instead of noticing at quarter end.
Accounting system setup
Building the finance function where there isn't one. Chart of accounts, close process, documentation standards, and the workflows that keep it running.
Strategic tax planning
Coordinated during the year, while there's still time to act. Once the year closes, most of the options are gone.
The part most businesses skip
Most small businesses have no real controls and don't find out until something goes wrong. One person opens the mail, enters the bills, and cuts the checks. Nobody reconciles until tax season. There's no approval step, so nothing gets caught.
Andrew builds the boring infrastructure that prevents this: separation of duties, approval thresholds, documentation standards, and a reconciliation rhythm that actually happens.
It's also where a lot of quiet savings live. Duplicate subscriptions. Vendors still billing for services that ended. Expenses sitting in the wrong account for years, making every report slightly wrong. Cleaning that up tends to pay for a meaningful share of the engagement.
If you're heading toward an audit, a loan, or an investor conversation, this is the work that makes those go smoothly instead of painfully.
What you're actually getting
Ten years of this happened inside other companies, not advising from outside them. Andrew built finance departments from scratch, managed teams, produced board reporting packages, and ran the close month after month.
That matters most when the seat is empty. A company that just lost its Controller doesn't need someone who consults on controllership. It needs someone who has done the job and knows what week two of a bad month-end looks like.
Titles held
Controller · Interim Controller · Assistant Controller · Senior Accounting Manager · Accounting Manager, Revenue
Industries
Venture-backed technology, commercial transportation and logistics, building products, healthcare, professional services, retail, and construction
Teams
Up to five accounting staff, recruited, trained, and managed
Systems
NetSuite, Sage 300, and QuickBooks, including a full migration between them
Scale
[$XM to $XXM revenue], including revenue accounting across 37 separate revenue streams
What you're actually getting
Ten years of this happened inside other companies, not advising from outside them. Andrew built finance departments from scratch, managed teams, produced board reporting packages, and ran the close month after month.
That matters most when the seat is empty. A company that just lost its Controller doesn't need someone who consults on controllership. It needs someone who has done the job and knows what week two of a bad month-end looks like.
Titles held
Controller · Interim Controller · Assistant Controller · Senior Accounting Manager · Accounting Manager, Revenue
Industries
Venture-backed technology, commercial transportation and logistics, building products, healthcare, professional services, retail, and construction
Teams
Up to five accounting staff, recruited, trained, and managed
Systems
NetSuite, Sage 300, and QuickBooks, including a full migration between them
Scale
$2M to $500M revenue, including revenue accounting across 37 separate revenue streams
He has already covered a gap like yours
At a commercial truck distributor the Controller seat went empty and Andrew filled it for eleven months. He inherited a four-month financial reporting backlog and a five-person team, and had monthly financials issuing on schedule again inside of two months. He ran the external audit to an on-time close, moved the company from QuickBooks onto NetSuite, and then interviewed and selected the permanent Controller who took the seat from him.
The coverage, the cleanup, and the handoff. Already run once, start to finish
He has already covered a gap like yours
At a commercial truck distributor the Controller seat went empty and Andrew filled it for eleven months. He inherited a four-month financial reporting backlog and a five-person team, and had monthly financials issuing on schedule again inside of two months. He ran the external audit to an on-time close, moved the company from QuickBooks onto NetSuite, and then interviewed and selected the permanent Controller who took the seat from him.
The coverage, the cleanup, and the handoff. Already run once, start to finish
He has also built one from nothing
At a venture-backed technology company Andrew was the first accounting hire and built the function from zero: month-end close, AP/AR, treasury, budgeting, cash flow forecasting, expense policy, and internal controls. He established a five-day close and held it. His cash burn model surfaced $300K in monthly cost reductions and $3M in annualized spend, reported straight to the CEO and CFO.
Hands on the actual books
Andrew rebuilt a multi-location healthcare company's accounting records in QuickBooks from near-scratch, handles 1099 compliance, and has filed multi-state sales and use tax returns himself. When the work needs doing rather than diagnosing, he does it.
The tax background is not incidental
Four years in public accounting and corporate tax before moving into controllership: partnership, corporate, estate, trust, and high-net-worth returns, plus multi-state sales and use tax compliance. Most fractional Controllers coordinate with your CPA. Andrew can read the return.
He has also built one from nothing
At a venture-backed technology company Andrew was the first accounting hire and built the function from zero: month-end close, AP/AR, treasury, budgeting, cash flow forecasting, expense policy, and internal controls. He established a five-day close and held it. His cash burn model surfaced $300K in monthly cost reductions and $3M in annualized spend, reported straight to the CEO and CFO.
Hands on the actual books
Andrew rebuilt a multi-location healthcare company's accounting records in QuickBooks from near-scratch, handles 1099 compliance, and has filed multi-state sales and use tax returns himself. When the work needs doing rather than diagnosing, he does it.
The tax background is not incidental
Four years in public accounting and corporate tax before moving into controllership: partnership, corporate, estate, trust, and high-net-worth returns, plus multi-state sales and use tax compliance. Most fractional Controllers coordinate with your CPA. Andrew can read the return.
He has already covered a gap like yours
At a commercial truck distributor the Controller seat went empty and Andrew filled it for eleven months. He inherited a four-month financial reporting backlog and a five-person team, and had monthly financials issuing on schedule again inside of two months. He ran the external audit to an on-time close, moved the company from QuickBooks onto NetSuite, and then interviewed and selected the permanent Controller who took the seat from him.
The coverage, the cleanup, and the handoff. Already run once, start to finish
He has already covered a gap like yours
At a commercial truck distributor the Controller seat went empty and Andrew filled it for eleven months. He inherited a four-month financial reporting backlog and a five-person team, and had monthly financials issuing on schedule again inside of two months. He ran the external audit to an on-time close, moved the company from QuickBooks onto NetSuite, and then interviewed and selected the permanent Controller who took the seat from him.
The coverage, the cleanup, and the handoff. Already run once, start to finish
He has also built one from nothing
At a venture-backed technology company Andrew was the first accounting hire and built the function from zero: month-end close, AP/AR, treasury, budgeting, cash flow forecasting, expense policy, and internal controls. He established a five-day close and held it. His cash burn model surfaced $300K in monthly cost reductions and $3M in annualized spend, reported straight to the CEO and CFO.
Hands on the actual books
Andrew rebuilt a multi-location healthcare company's accounting records in QuickBooks from near-scratch, handles 1099 compliance, and has filed multi-state sales and use tax returns himself. When the work needs doing rather than diagnosing, he does it.
The tax background is not incidental
Four years in public accounting and corporate tax before moving into controllership: partnership, corporate, estate, trust, and high-net-worth returns, plus multi-state sales and use tax compliance. Most fractional Controllers coordinate with your CPA. Andrew can read the return.
He has also built one from nothing
At a venture-backed technology company Andrew was the first accounting hire and built the function from zero: month-end close, AP/AR, treasury, budgeting, cash flow forecasting, expense policy, and internal controls. He established a five-day close and held it. His cash burn model surfaced $300K in monthly cost reductions and $3M in annualized spend, reported straight to the CEO and CFO.
Hands on the actual books
Andrew rebuilt a multi-location healthcare company's accounting records in QuickBooks from near-scratch, handles 1099 compliance, and has filed multi-state sales and use tax returns himself. When the work needs doing rather than diagnosing, he does it.
The tax background is not incidental
Four years in public accounting and corporate tax before moving into controllership: partnership, corporate, estate, trust, and high-net-worth returns, plus multi-state sales and use tax compliance. Most fractional Controllers coordinate with your CPA. Andrew can read the return.
How it works
How this is structured
1
Free 15-minute call
What's going on, what's missing, and whether this is actually the right level of help. Sometimes the honest answer is that you need a bookkeeper, not a Controller.
2
Scope and rate
Hours and focus areas defined upfront, at a flat monthly rate. No hourly meter running every time you have a question.
3
The first 30 days
Andrew gets into the numbers, finds what's broken, and gives you a clear picture of where the business actually stands before changing anything.
4
Ongoing
Reporting on a rhythm, forecasting maintained, and someone senior to call when a real decision comes up. Scope moves as the business does.
Stop Flying Blind on Your Own Finances. Book Your Free Call Today.
Stop Flying Blind on Your Own Finances.
Book Your Free Call Today.
5 minutes. No sales pressure. You'll know exactly what's wrong and what it'll cost to fix it, before you commit to anything.
No obligation. No judgment. Your situation is fixable.
Common Questions
FAQ
What's the difference between a Controller and a CFO?
Roughly: a Controller owns accuracy and the close, making sure the numbers are right and arrive on time. A CFO owns what you do about them, meaning forecasting, capital, and strategy. Smaller companies usually need more Controller than CFO, and paying for CFO-level help before you need it is a common and expensive mistake. Andrew will tell you which one your business actually needs.
How is this different from a bookkeeper?
A bookkeeper records what happened. A Controller makes sure it's right, explains what it means, and builds the systems that keep it that way. Different job, different level.
How many hours a month is typical?
It varies with size and complexity. Some engagements are a handful of hours a month, some are closer to weekly. It gets defined upfront so you're not guessing.
Can you cover while we search for a full-time hire?
Yes, and that's a common engagement. Andrew keeps reporting running during the search and hands off cleanly to whoever you hire, including documentation of anything he built.
What does it cost?
A flat monthly rate based on scope, agreed before starting. Meaningfully less than a full-time Controller salary, which is generally the point.
Do we need clean books first?
Usually. Forecasting on top of unreliable numbers produces confident predictions that are wrong. If a cleanup is needed, that gets quoted separately and handled first.
Do you work with companies outside Los Angeles?
Yes. Andrew is based in LA and works with businesses across the country.
Find out what level of help you actually need
Fifteen minutes. Andrew will tell you straight, including if the answer is something smaller than this.
Get it off your plate
Fifteen minutes to talk through what ongoing support would look like for your business. No obligation.
Quick links
Services
© Precision Financial Consulting. 2026. All Rights Reserved.