Wolever Advisory operates where accounting, financial planning, and transactions meet. The service lines are built to connect: reliable books make credible reporting possible, credible reporting makes better decisions possible, and both make a transaction defensible.
The work happens inside the business — in your systems, on your calendar, with direct access to the person doing the analysis.
The person you speak with is the person doing the work. Engagements are deliberately limited so that remains true.
Monthly accounting is structured with the understanding that a lender, a board, or a buyer may eventually examine it closely.
Analysis is only useful if the decision-maker can act on it. Complexity stays in the model; the conversation stays clear.
Accurate books, a reliable close calendar, and a chart of accounts that reflects how the business actually runs.
Reporting, KPIs, forecasting, and the management rhythm that turns information into decisions.
Normalized earnings, defensible schedules, an organized data room, and support through diligence to closing.
Recurring financial leadership and operations
A standing engagement covering the work that has to happen every month — and the senior attention that turns it into decisions.
Monthly, with a defined reporting calendar
A defined deliverable, scope, and timeline
Discrete work with a clear endpoint — usually because a specific decision or deadline requires it.
Fixed scope, agreed in advance
Support through a specific deal or process
Concentrated financial work around a transaction, from early readiness through closing.
Aligned to the transaction timeline
A multi-location operator with current but unstructured books. The work establishes a close calendar, rebuilds the chart of accounts for location-level reporting, and introduces a monthly review of results against forecast.
A growth-stage company with a hiring plan and no integrated model. The engagement delivers a three-statement forecast driven by real operating inputs, plus scenario cases and a documented update procedure.
An owner two years from a potential sale. The work identifies what a buyer's quality-of-earnings team will question, builds normalized earnings with support, and sequences the cleanup before a process begins.
A buyer under a signed letter of intent. The engagement covers financial diligence, working-capital analysis, and a return model across purchase-price and financing scenarios ahead of a commitment.
A company approaching a refinancing. The work sizes debt capacity and coverage under base and downside cases, then assembles the historical and projected package a credit committee expects.
A company that added entities faster than its reporting could absorb. The engagement restructures consolidation, cleans historical treatment, and establishes controller-level review over the monthly close.
These descriptions are illustrative engagement types. They do not reference specific clients, transactions, terms, or results.
Most conversations start with a description of the situation rather than a service name. The scope becomes obvious quickly.