Client Results
Every client comes to us with something different. Here's how a few of those projects turned out.
Utah Startup That Needed Investor-Ready Books
The Problem
A tech startup had raised a small friends-and-family round and was preparing to pitch VCs. The problem was their books were a mess. Transactions were miscategorized, expenses were mixed with personal spending, and they had no real financial statements to show.
They had a meeting with a Salt Lake City investor in six weeks and nothing to present.
What We Did
We cleaned up 14 months of transactions, separated business and personal expenses, and rebuilt their chart of accounts from scratch. We created proper monthly P&L statements, a clean balance sheet, and a cash flow report that told a clear story.
We also put together a simple financial model they could use in their pitch deck.
The Result
They walked into that investor meeting with clean, professional financials. The VC commented on how organized they were compared to other early-stage companies. That first meeting led to a second, then a third with the full partnership.
They closed a $500K seed round within two months of that initial meeting. The investor later told them the clean books were a big factor in moving quickly. It showed the founders were serious operators, not just idea people.
We now handle their books monthly so they are always ready for the next raise. When they went out for their Series A eighteen months later, the due diligence process took half the time because everything was already in order.
General Contractor Flying Blind on Job Profitability
The Problem
A general contractor was booking $1.5M in annual revenue but had no idea which jobs were actually making money. His books were eight months behind, and he was bidding new projects based on gut feel rather than real numbers.
He had just lost money on a big remodel and did not know why.
What We Did
We caught up his books in three weeks and set up job costing in QuickBooks so every expense, labor hour, and subcontractor payment was tied to a specific project. We built a simple report that showed gross profit by job.
The Result
Within the first month, he could see exactly which jobs made money and which ones bled cash. He discovered his smaller residential jobs were consistent losers once he factored in drive time and change orders. His best margins were actually on mid-size commercial work.
He adjusted his bidding and stopped taking projects under a certain size. He also started adding a change order markup he had been too nervous to charge before, because now he had the numbers to justify it.
His gross margins improved by about 8% over the next two quarters. His cash flow stabilized and he stopped floating payroll on his credit card. He now reviews job profitability with us every month before bidding new work, and he has walked away from three projects that would have lost money.
Medical Practice Struggling With Payroll
The Problem
A dental practice in Saratoga Springs had grown to 12 employees but was still running payroll manually. The office manager was spending hours every pay period calculating hours, PTO, and withholdings. Mistakes were common and employees were frustrated.
They had also received a notice from the state about a late payroll tax filing.
What We Did
We moved them to a proper payroll system, set up direct deposit, and configured all the correct tax withholdings. We handled the state notice and got them current on all filings. We now run payroll for them twice a month.
The Result
The office manager got 10 hours a month back. Employees are paid correctly and on time. No more awkward conversations about paycheck errors or manual check runs when something went wrong.
We resolved the state notice without penalties by showing it was a one-time error and demonstrating the new system was in place. The practice is now fully compliant with both the IRS and the Utah State Tax Commission.
The dentist told us it was the first time in two years she did not dread the 15th and 30th. She has since referred two other practice owners to us. The office manager now spends that recovered time on patient scheduling and insurance follow-ups, which actually moves the business forward.
E-Commerce Seller Confused by Sales Tax
The Problem
An Orem-based Amazon seller had grown quickly but had ignored sales tax for two years. She was selling into multiple states and had no idea where she had nexus or what she owed. She was terrified of getting hit with back taxes and penalties.
What We Did
We conducted a nexus study to figure out where she was required to collect and remit sales tax. We registered her in the necessary states, filed voluntary disclosure agreements where it made sense, and set up automated sales tax collection going forward.
The Result
She went from completely non-compliant to fully registered and filing on time in all required states. The voluntary disclosures saved her thousands in potential penalties. Several states waived penalties entirely because she came forward before they came after her.
She now sleeps at night knowing that side of the business is handled. We file her sales tax returns monthly across all her nexus states. She does not think about it anymore.
The real bonus came when she decided to sell the business a year later. The buyer's accountant flagged sales tax compliance as a potential deal-killer early in due diligence. Because everything was clean and documented, it became a non-issue. The sale closed without a hitch and she got her full asking price.
Restaurant Group Looking to Expand
The Problem
A restaurant owner wanted to open a second location but could not get financing. His books were messy, he had no clear P&L by location, and his bank wanted three years of clean financials before they would consider an SBA loan.
What We Did
We rebuilt his books for the past three years, separating revenue and expenses by location. We cleaned up the payroll records, organized the tip reporting, and produced proper financial statements the bank could use.
We also helped him put together a cash flow projection for the new location.
The Result
He submitted the loan application with a full package of clean financials, projections, and supporting documents. The bank approved the SBA loan within 45 days. The loan officer told him it was one of the most complete applications they had seen from a restaurant owner.
The second location opened six months later. We now do monthly books for both locations, with separate P&L statements so he can compare performance side by side.
Having clean books also helped him renegotiate his food supplier terms. When he could show real volume numbers and payment history, he got better pricing and extended payment terms. That alone saved him a few thousand dollars a year. He is now considering a third location and the financials are already in shape to support another loan application.
Trucking Company With a Two-Year Backlog
The Problem
A small trucking company had not touched their books in over two years. The owner was running everything from his bank balance and dreading tax season. His CPA had refused to file until the books were caught up.
What We Did
We took the entire backlog off his hands. Our team worked through two years of fuel receipts, maintenance invoices, and loan payments to categorize every transaction and reconcile every month. We separated out his equipment loans and built a proper depreciation schedule.
The Result
We delivered a complete, accurate set of books for both years. His CPA was able to file both returns without extensions. He avoided the failure-to-file penalties that had been looming over him.
He also discovered he had been overpaying estimated taxes because he did not have real numbers to work from. The CPA applied the overpayment to the current year, which improved his cash position immediately.
More importantly, he finally understood his cost per mile. He had been undercharging on certain routes and losing money without realizing it. Once he could see the numbers, he adjusted his rates and dropped one client who was not worth the haul. We now handle his books monthly. He checks his P&L every few weeks and actually understands where his money is going. He told us it was the first time in five years he felt like he was running a real business instead of just surviving.
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