Two businesses in completely different industries often need exactly the same work — a forecast that holds, a close that lands, a financial record that survives scrutiny. These are the situations that bring owners here.
The company is profitable and growing, and the owner is still the person answering every financial question. Bookkeeping is handled, but nobody is forecasting, analyzing margin, or preparing for what happens next.
Revenue is climbing and the operating model is changing underneath it. Headcount, pricing, and capacity decisions now carry real consequence, and the reporting has not caught up.
A sale is one to three years out. The intention is clear; the financial preparation has not started. This is the window where preparation has the most influence.
The company is evaluating acquisitions — either opportunistically or as a deliberate strategy — and needs independent analysis of what it is actually buying.
If your business is not listed, the question is whether the situation matches — not whether the industry does.
Environments the founder has worked in across prior corporate and advisory roles. Stated as familiarity rather than as exclusive specialization, and not as a claim about Wolever Advisory’s client base.
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.
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
The most useful first conversation is a description of where the business is now and what decision is approaching.