"My controller inherited a mess — and might not stay."
Undocumented processes, open reconciliations, and a close that lives in one person's head. Good people leave jobs like that.
Hospitality & Club Finance, Fixed — and Built to Stay Fixed.
We provide you with the tools, reporting, and support from a full-time CFO at a fraction of the price. No matter what level of support you need, we can provide you the clarity on your numbers in a matter of days—not months.
How We Engage
Four ways to work with us.
Start where you truly are. Most clients come in through a diagnostic, run a Reset, then settle into ongoing Stewardship.
Self-serve
Platform
Self-serve templates, portals, and monthly office hours.
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Stewardship
Monthly close review, quarterly board packages, and budget support.
Talk it through
Flagship
The Reset
A 6–12 month rebuild into an audit-ready operating manual.
Get your scorecard
Full service
Fractional CFO
Outsourced CFO coverage for reporting, budgets, capital planning, and audit season.
Discuss scopeAs Featured In
Club + Resort Business
“Fractional CFO for Clubs: Master Your Finances & Boost Member Experience”
A conversation on how private clubs can sharpen financial discipline without sacrificing the member experience.
Also Featured In
Sound Familiar?
Four things we hear in almost every first call.
"My board wants answers my reports can't give."
Dues strategy, F&B subsidy, reserve funding, capital timing. The questions are fair — the reporting just wasn't built to answer them.
"My month-end is a fire drill, every month."
Numbers land late, then get restated. Finance spends its energy assembling the close instead of explaining it.
"My P&L says I'm profitable, but we're always short on cash."
Accrual accounting hides timing gaps. Dues collection lags, F&B payroll drains mid-month, and capital calls arrive before the cash does.
The Library
Start where your problem actually lives
Every engagement starts with a specific question. Pick the one that sounds like yours and read how we handle it before you ever talk to us.
6 articles
Private Clubs & Boards
Board reporting, initiation-fee accounting, dues versus assessment math, and the KPIs a club board actually reads.
- Are Initiation Fees Revenue? How Private Club Boards Get Blindsided by Their Best Year Ever
- Should Your Private Club's F&B Lose Money? Yes — But Pick the Number on Purpose
6 articles
Club Management & GMs
What general managers need from a finance partner — compensation benchmarks, operating discipline, and advisor selection.
- What Makes a Real Club Advisor — and Why Most Private Clubs Hire the Wrong One
- Country Club Financial KPIs: The Metrics Boards and GMs Should Track Monthly
12 articles
Hospitality & Restaurants
USALI reporting, flow-through and GOPPAR, prime cost by location, and closing the month without guesswork.
- Outsourced CFO for Hospitality: What Restaurants and Hotels Actually Get, and What It Costs
- Fractional CFO for Restaurant Groups: What Multi-Unit Operators Actually Get
5 articles
Senior Living
Operating margins, level-of-care pricing, labor benchmarks, and whether to outsource the accounting function.
- Assisted Living Facility Budgeting: Beyond the Static Annual Spreadsheet
- Level-of-Care Pricing: The Margin You're Already Earning But Not Billing
11 articles
Fractional CFO Basics
What the role is, what it costs, how it differs from a controller, and the signals that say it is time.
- Interim CFO Services: When You Need One, What They Cost, and How to Run the Handoff
- Interim Controller Services: What the Role Actually Does, What It Costs, and How to Hand Off
1 articles
Valuation & Exit Readiness
EV/EBITDA multiples, diligence-grade books, and what buyers discount when the reporting is thin.
Browse Valuation & Exit ReadinessQuestions
What GMs and boards ask us first.
No. We sequence the heavy rebuild work around your season. In-season we stabilize the close and the board package; the deeper structural work lands in the shoulder months. Your team keeps operating — we work behind them, not in front of them.
We make their job survivable, not obsolete. We don't do placements and we're not recruiters. Our work documents the system they're expected to run, closes the open items they inherited, and gives them a CFO to escalate to. Controllers are usually our biggest advocates by month three.
You keep everything. The operations manual, templates, chart of accounts, close checklist, and board package formats are yours — documented for your club, not licensed from us. That's the whole point of a Reset having written exit criteria.
Many clubs eventually should. But a full-time CFO hired into an undocumented finance function inherits the same mess, at a much higher fixed cost — and often leaves. Fix and document the function first; then decide whether the seat needs to be full-time at all.
A paid, time-boxed review: your general ledger and reconciliations, the month-end close as it actually runs, current board and committee reporting, budget and cash flow process, and audit posture. You get a written findings summary with a recommended tier, a written scope, and pricing — the upfront implementation fee, the estimated implementation hours, and the ongoing support level that follows — whether or not you engage us.