Big-Four finance, stacked to the depth you need.
A retained finance-counsel seat, or quality-of-earnings and M&A diligence when a deal is on the table — from a CPA who spent 13 years inside PwC, BDO, and a leading global accounting advisory firm. AI-native by design; judgment on top.
Pick the operating problem.
Each page now has a discrete job: retained CFO execution, technical accounting cleanup, AI finance infrastructure, transaction proof, and the book library that supports the point of view.
Cash, close, forecast, board reporting, FP&A, and operating cadence.
Open pageASC 606, 842, 805, 470, 480, 815, memo support, and diligence cleanup.
Open pageAI-native workflow infrastructure for close, FP&A, board reporting, and diligence.
Open pageAnonymized playbooks: close acceleration, FX, M&A, working capital, and valuation.
Open pageFour ways in. One operator.
A retained operating seat, a transaction-scoped deal team, the strategic counsel layer above both, and the AI systems that run underneath. All Big-Four-caliber, all AI-native, all scoped in writing before any work begins.
Rolling cash forecasts, FP&A, KPI and board reporting, controller oversight. Month-to-month — Big-Four rigor without the partner-track bill.
Explore the servicesQuality of earnings, buy- and sell-side due diligence, working-capital pegs, and the diligence report that holds up when the other side opens the data room.
Explore the servicesBanker and creditor negotiation, pricing and margin, capital allocation, and the board narrative — the judgment calls the CEO shouldn't be making alone. Five domains of counsel you can buy.
Explore the servicesAI workflow systems built to your GL, controls, and team — AP, close, variance commentary, reporting. Designed, built, and maintained as infrastructure that runs, not a retainer for advice.
Explore the servicesCasper Zhao.
Thirteen years on the side of the table that asks the questions - Big-Four audit, transaction services, and technical accounting. The same playbooks, now AI-native, run for founders and sponsors directly. Deciding what the numbers should be, not just what they are.
Bring me the number you don't trust.
Thirty minutes, no pitch deck. Tell me what you're working on and where the risk lives — I'll tell you what the work actually looks like for that situation.
Book a consult