Solutions
Six practice areas, one integrated team of finance, accounting, and data operators. Every engagement is scoped to your situation, and every one is led by a senior practitioner, not a bench.
Financial leadership and services support for corporate leadership teams and middle-market PE companies.
Expand →Planning, forecasting, and the reporting infrastructure behind them.
Expand →Cash visibility, forecasting accuracy, and working capital strategy on a weekly rhythm.
Expand →Hands-on financial performance, liquidity stabilization, enterprise value expansion.
Expand →CFO and deal-team support through every phase: buy-side, sell-side, integration.
Expand →Assess, select, implement, and extract insight from the stack you already own.
Expand →Financial leadership and services support for corporate leadership teams and middle-market PE companies. The anchor practice everything else plugs into.
Cash positioned, credit relationships managed, and a liquidity picture leadership can act on, not react to.
From screening through integration, the finance workstream run by operators who have carried deals end to end.
New sponsor, new standard: the reporting cadence, the controls, and the first hundred days handled.
The annual plan and the monthly rhythm, designed once, built in your systems, and run well.
Planning, forecasting, and the reporting infrastructure behind them, enabling a data-forward future state for the function.
The planning function stood up or rebuilt: models, cadence, and the team structure to run it.
Design, review, and build support for budgets and forecasts leadership actually trusts.
The short list of metrics that drive the business, each with an owner and a threshold.
The process and plumbing behind the KPIs, so reporting lands on time without heroics.
Cash visibility, forecasting accuracy, and working capital strategy, run on a weekly rhythm leadership can act on.
Process-level discovery from order to collection: where cash slows down and why.
The rolling view with the low point flagged early, refreshed weekly, labeled by week-ending date.
DSO, DPO, and inventory levers analyzed and worked, not just reported.
The daily cash motion wired from bank to ledger without the manual layer.
A hands-on approach to improving financial performance, stabilizing liquidity, and expanding enterprise value.
Margin walked line by line: pricing, cost, mix, and the actions that move each.
Cash released from the balance sheet before anyone asks for more of it.
The operating model redesigned around capability, with finance leading rather than trailing.
Stabilize liquidity, restore credibility with stakeholders, and buy the time the plan needs.
An operator in the room for the decisions that move enterprise value.
Support for CFOs and deal teams through every phase of the transaction: buy-side, sell-side, and integration.
Buy-side and sell-side diligence support from people who know where surprises hide.
The separated entity's financial story built clean from day one.
Systems, charts of accounts, and reporting consolidated on the deal clock.
The sponsor and stakeholder cadence installed and running from the first month.
Helping finance organizations assess, select, implement, and extract insight-driven value from their technology stack.
The stack assessed against what the function actually needs, vendor noise filtered out.
Sources connected into one governed flow, so every report starts from the same truth.
Data quality and pipeline health watched continuously, not discovered at month-end.
Reporting that refreshes from live data, in the systems you already pay for.
Catalyst
A raise. A new seat. An exit. A deal just closed. Growth outrunning the systems. Pick the one in front of you. You may be facing it for the first time. We aren't. The first move is already a playbook.
The model doesn't survive diligence. Numbers shift between meetings. The data room is a scramble assembled the week the process starts.
Lender- and investor-grade modeling, standardized historicals, a data room built before it's requested, with PE, VC, and investment banking support behind it.
Weeks 1–3: model rebuild on governed data. Weeks 4–8: diligence-ready financial package. Weeks 9–12: process support, live.
Discuss this scenarioThe first board meeting arrives before the visibility does. Inherited spreadsheets, tribal knowledge, a team you didn't build.
A rapid finance-function assessment, the reporting rhythm stood up fast, and an embedded operator beside you until the seat is truly yours.
Weeks 1–2: diagnostic. Weeks 3–6: reporting cadence live. Weeks 7–12: the roadmap the board actually asked for.
Discuss this scenarioQuality of earnings finds what you already suspected. Add-backs are debated, not documented. Every buyer question takes a week to answer.
Exit-readiness as a standing state: clean historicals, documented adjustments, sell-side diligence support, and a finance story that matches the numbers.
Weeks 1–4: readiness assessment and gap list. Weeks 5–10: remediation and documentation. Weeks 11–12: dry-run diligence.
Discuss this scenarioTwo charts of accounts, three systems, one deadline. The 100-day plan assumed a finance function that doesn't exist yet.
Integration and stand-up: consolidated reporting from day one, the sponsor cadence installed, carve-out complexity handled by people who've done it.
Weeks 1–4: consolidation bridge live. Weeks 5–8: sponsor reporting installed. Weeks 9–12: run-rate visibility, real.
Discuss this scenarioThe finance function that fit $20M is failing at $60M. Product launched without KPI tracking. Leadership flies a quarter behind the business.
The function re-architected for the next phase: KPI infrastructure from day one, FP&A that keeps pace, and a data layer that scales with you.
Weeks 1–3: what breaks first, mapped. Weeks 4–9: KPI + reporting infrastructure. Weeks 10–12: forecast cadence at speed.
Discuss this scenarioThe Reporting Environment
The Deliverables
Built inside your systems, reviewed with your management, and running with your team when we hand it off.
Real effort, highest impact. Every downstream fix depends on it.
Real effort, highest impact. Every downstream fix depends on it.
| The work | Overview | Epic Advisors | Other firms | IT firms |
|---|---|---|---|---|
| FP&A build-out & forecasting | Models, cadence, and the team structure to run planning leadership trusts. | Yes | Yes | No |
| 13-week cash & working capital | The rolling view with the low point flagged early, and the levers worked, not just reported. | Yes | Yes | No |
| Board & sponsor reporting | The pack assembled on close, the KPI narrative, the cadence sponsors expect. | Yes | Yes | No |
| Operational reporting on your BI layer | Complex reporting requirements, solved in a way your team actually adopts. | Yes | No | Yes |
| Data deep-dives that surface value | Root-cause analysis and process-level workloads. Hidden value, found. | Yes | No | No |
| Business logic translated into technical requirements | The bridge role. Transformation teams move faster with us in the room. | Yes | No | No |
| Connecting your systems to a BI layer | Internal tech teams usually own this. We stand up the pipelines when they don't. | Yes | No | Yes |
| Two-way SaaS platform integration | We normalize the data. Platform integration belongs to technology professionals. | No | No | Yes |
| Exit readiness as a standing state | Clean historicals, documented add-backs, and a data room that exists before the process starts. | Yes | Sometimes | No |
Models, cadence, and the team structure to run planning leadership trusts.
The rolling view with the low point flagged early, and the levers worked, not just reported.
The pack assembled on close, the KPI narrative, the cadence sponsors expect.
Complex reporting requirements, solved in a way your team actually adopts.
Root-cause analysis and process-level workloads. Hidden value, found.
The bridge role. Transformation teams move faster with us in the room.
Internal tech teams usually own this. We stand up the pipelines when they don't.
We normalize the data. Platform integration belongs to technology professionals.
Clean historicals, documented add-backs, and a data room that exists before the process starts.
The Record
Every engagement starts by recording the baseline: where the close lands, where the hours go, where the cash sits. Those numbers stay the client's, not ours to claim.
Recorded at the baseline, tracked every month. The gap to the published bar is the roadmap.
The work that stops being manual, counted in the team's hours, month over month.
Cash freed from the cycle, measured against the baseline DSO, DIO, and DPO.
Tell us what's in front of you. We'll scope the work and name the outcomes.
Start the ConversationTell us where you sit and what's in front of you.