A founder-led look at how your finance function currently works. We review the recurring areas that tend to consume the most time — month-end close, reconciliations, reporting, forecasting, and the manual Excel work that sits alongside your accounting software. Then we discuss where automation, AI, or a simpler process change might be worthwhile — and where it may not be.
No obligation. No hard sell. Just a conversation about how your finance function currently works.
The conversation is most useful when there's a real finance operation to look at, and someone in the business who is thinking about whether the current setup can be improved.
These are the patterns finance leaders tend to recognize. None of them are catastrophic on their own. Together, they usually mean the finance team is spending time moving data instead of reviewing it.
The scope depends on your business, but these are the areas we typically look at during the review.
Recurring close activities, reconciliations, dependencies between people, and the manual steps that sit between them.
How management reports and recurring reporting packages are produced today, and where the effort actually goes.
How forecasts are built, updated when assumptions change, and communicated back to the business.
Repetitive data manipulation, spreadsheet dependencies, and places where a simpler workflow may remove work.
A look at the tools already in use before recommending anything new. Often the answer is to use what you have better.
Where automation or AI may be useful — and, equally importantly, where the economics don't justify implementing it.
These are practical outputs. What each one looks like in detail depends on your systems, team, and processes.
A shared picture of the current process — where the time goes, where the friction sits, and where the dependencies are.
A practical list of processes that may be worth improving, in a rough order of impact and effort.
Where technology could potentially reduce repetitive work, and what a reasonable first step might look like.
Changes that may not require AI or a new software product — often the simpler and faster path.
Potential tools or approaches worth evaluating, based on what's already in your environment.
What may be worth prioritizing first, what can wait, and what may not be worth pursuing at all.
Recommendations depend on the company's systems, team, processes, and the economics of any change. In some cases the honest answer is that the current setup is fine — and we'll say so.
The first step is a conversation. Nothing beyond that is assumed.
We discuss your finance function, current systems, pain points, and what prompted you to look at automation. If it's not the right fit, we'll say so on the call.
If there appears to be a genuine opportunity, we agree on what information would be useful to review in more depth, and how to do that in a way that respects your team's time.
If there's a practical opportunity, we discuss possible next steps together. If there isn't a compelling business case, we'll say that too.
The review is delivered by Madhav Mohta, a Chartered Accountant and Financial Risk Manager with roughly fifteen years working across finance transformation, FP&A, controllership, and finance systems.
Background includes time at Deloitte Consulting and enterprise finance roles, and current work supporting U.S. small and mid-sized businesses on their finance operations — fractional CFO and controllership assignments across manufactured housing, real estate, e-commerce, and SaaS.
The intent here is straightforward: bring practical finance experience to a small conversation, and be honest about what may or may not help.
A 30-minute conversation with someone who's worked in finance. If it turns into something useful, great. If not, no obligation.
Book a 30-Minute ConversationShare a few details and we'll get back to you to arrange a time.