Where we work
The industries we work in, and the money question each one brings
Each page below starts from the question owners in that sector bring us first.
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Restaurants
Sales land in several places at once — the point-of-sale system, three or four delivery platforms, the bank — and none of them agree. Food and labor cost move every week.
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Convenience stores
Thousands of small transactions, margin that differs sharply by category, stock that walks out, and cash tied up on shelves across more than one site.
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Trucking and logistics
Whether a truck and a load made money. Settlements arrive with deductions already taken, and fuel and maintenance take a large share of revenue.
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Construction
Whether a finished job made money, and whether billing kept pace with the work. Retainage sits in receivables and equipment cost lands nowhere in particular.
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Healthcare practices
What was billed and what was collected are two different numbers, months apart. Revenue per provider is hard to see, and payroll spans clinical and admin staff.
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E-commerce and retail
Marketplace and processor deposits arrive net of fees, refunds and reserves, so orders never match the bank. Inventory and cost of goods sit across several channels.
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Real estate
Profit by property, not just in total. Entities get mixed together, owner draws get recorded as expenses, and spend on a building is treated inconsistently.
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Nonprofits
Restricted and unrestricted money has to stay apart, grant spend has to be reported against a budget, and the board needs statements it can rely on.
Why knowing the sector changes the work
The mechanics of bookkeeping are the same everywhere. What differs is where the money hides. In a restaurant it hides between the platform dashboard and the bank deposit. In construction it hides in a job that looked profitable until the last two change orders. In a practice it hides in the months between treating a patient and being paid for it.
Sector knowledge shows up in three practical places. The chart of accounts, which decides whether your reports can answer the question you care about or only the ones a generic template anticipated. The close process, which decides what gets reconciled and how often. And the monthly report, which should lead with the two or three measures that actually run your business rather than a balance sheet you have to interpret.
We do not change what we are willing to do from one industry to the next. We change how your records are built, so that the numbers you are handed each month are the ones you would have asked for. The eight services we provide are the same list whichever page above brought you here, and how we work sets out the scoping and onboarding sequence behind them.
Not listed above
What if your industry is not listed here?
Tell us how the money moves and we will tell you straight away whether we are a good fit. Most of the work behind these pages — reconciling several revenue sources against the bank, costing by job or site or unit, separating entities, running payroll across mixed staff types — transfers to sectors we have not written a page about.
What matters is the shape of the problem, not the label. If we are not the right firm for it, we will say so in the first call rather than the third month. Where we work explains how a remote engagement runs, and the common questions page covers the rest.
- You bill in stages
- You hold inventory
- You run several locations
- You get paid through intermediaries
- You need profit by something smaller than the whole business
Tell us how your money moves
One conversation is usually enough to say whether we are the right firm for your sector.