Entities stop being incidental
Two or three legal entities become normal — an acquisition, a subsidiary, a holding company — and consolidation moves from an annual nuisance to a monthly dependency.
Watch it run
Seven seconds from inbox to a balanced journal entry, with the policy check and the approval gate shown in full.
Watch the agentThe difference
A parallel ledger that reconciles to your existing system every morning — to the penny, per account, per period.
See the tie-outCase study
Consolidated reporting in eleven days, without leaving the accounting system they already ran.
Read the storyMost requested
Most ERP projects miss their business case. We take over stalled deployments and get them closing books again.
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No paid placement, published criteria, disclosed ownership on every page. The directory is worth more than any deal it could win.
Read the methodologyNew research
We surveyed finance leaders on what actually went wrong. The answers are not what vendors tell you.
Read the studyPartner program
Accounting firms, fractional CFOs, and ERP consultants deliver implementations on our platform.
Become a partnerBy size
Between $25M and $100M, most companies cross three thresholds at once — entities multiply, the close stops fitting in the first week, and the volume of routine finance work starts requiring hires. This is the size where a real ERP decision becomes unavoidable and where it is still possible to make it without a nine-month project.
The situation
Two or three legal entities become normal — an acquisition, a subsidiary, a holding company — and consolidation moves from an annual nuisance to a monthly dependency.
What took five days at $15M takes eleven at $60M with the same team, because volume grew and the process did not change. It degrades a day a quarter without anyone noticing.
Somewhere around 300 bills a month the manual work justifies another person, and that hire gets classified as a growth cost rather than a systems cost.
A board, a lender, or a new CFO wants department and location P&L, and nobody can produce it without a spreadsheet nobody trusts.
Multi-element contracts, ramps, and modifications arrive with scale, and ASC 606 stops being a formality handled in a workbook.
A first audit, a lender covenant, a growth round, or an acquisition approach. Systems that were adequate internally get examined by someone paid to be sceptical.
Below $25M, QuickBooks or Xero with good process is genuinely adequate and most vendors selling upmarket are overselling. Above $150M, the mature systems earn their implementation cost — the breadth, the statutory depth, and the audit precedent are worth the nine months.
In between is the band where neither answer fits well. The accounting system has stopped being enough and the ERP options were designed for companies twice your size, with implementation timelines and partner dependencies calibrated accordingly.
Almost always in this order, and it takes weeks rather than quarters because it does not start with replacing the ledger.
Three cases, and they are not marginal at this size. If you manufacture or hold real inventory, NetSuite or Acumatica is a better answer and we do not build that functionality. If you file statutory returns in several countries, that is two decades of accumulated work we have not done. And if a sponsor or acquirer expects a recognisable system, that is a rational procurement preference rather than a technical argument.
In each of those we would rather implement the right system for you — we do that as a service — than sell you ours and have the constraint surface in month four.
Where to start
Read-only connection and the dimensional P&L somebody has been asking for. It also establishes whether the dimensions are recoverable or need fixing at entry.
Drafted and reviewed at first. This is the workflow that would otherwise justify a hire, and the one where the corpus builds fastest.
Daily reconciliation and a structured checklist with owners. Most customers see close duration fall by a third by the second cycle.
With a shadow ledger having reconciled for a quarter, that becomes an evidence-based decision rather than a leap — and plenty of companies decide not to.
Questions
Three questions about entities, close, and volume, and a written answer including when to change nothing.