What finance should give your leadership team.
A Visionary and an Integrator need different things from the numbers. Start with your seat.
Choose your seat
Numbers you can build a story on
You think in direction, opportunity, and the big picture. What finance should give you, so you can lead from real numbers instead of gut, and what to stop doing yourself.
For Visionaries →Numbers you can hold the team to
You run the business day to day and own the P&L in practice. What a finance function should deliver so you can drive accountability without becoming the de facto CFO.
For Integrators →Whichever seat you're in, the foundation is the same: a monthly close that lands on time, a Scorecard whose financial numbers you trust, and reporting that ties to your Rocks. Start with making the Data component real, or take the two-minute diagnostic.
How does your finance seat compare?
We're collecting data from both sides, the Implementers who see finance break across dozens of companies, and the people who actually hold the finance seat. Ten minutes, confidential, and contributors get the full findings.
Take the benchmarkWhat finance should give a leadership team
A visionary and an integrator need different things from finance, and neither of them needs a longer report.
The integrator needs the close on a date they can plan the L10 around, a Scorecard line that is measured the same way every week, and someone accountable when a number moves. The visionary needs to know what the business can afford to do next, which is a cash and capacity question rather than an accounting one.
Most EOS companies have a bookkeeper producing statements and nobody doing either of those two jobs. That is the gap the finance seat fills.
Where this leaves your own numbers
If the close lands late, the Scorecard is an estimate, or nobody owns the numbers between L10s, that is the gap the finance seat fills. Start with the readiness check, or talk it through with us.
Book a consult →Next in the library
These pages are meant to be read in order, and each one assumes the one before it.
- Finance for EOSwhy the finance seat is the one seat with no agreed standard
- What the finance seat isthe seat, and what it owns
- Who owns finance in an EOS companyvisionary, integrator, or somebody else
Start anywhere
- The EOS finance libraryeverything here, in order
- The field guidesthe long-form versions
- The toolsdiagnostics and checklists that run in the browser
Outside the EOS frame
- Controller servicessomeone who owns the close and the reporting
- Bookkeeper, controller or CFOthe decision guide, by symptom and revenue
If you want this done for you
What happens next
The close, the Scorecard and the cash forecast all need somebody accountable for them between L10s. That is what the finance seat is, and it is what we do.
- The call, twenty minutesYou describe the business and where the numbers are letting you down. We tell you honestly whether we can help, and what we would start with. No pitch deck.
- We look at the fileYou give us read access to the books as they are. We come back with what is wrong, what it will take to fix, and whether the answer is bookkeeping, controller work, or something else.
- A written scope and a priceWhat we do each month, what you get, the date it lands, and the fee. Agreed before anything starts, and it does not move without you agreeing it.
- Transition, then the first closeAccess, systems, and the opening balances. The first close lands on the date in the scope, and every one after it does too.
Averan is not a CPA firm and does not file taxes. Your CPA keeps that, and we keep the books they file from.