SERVICE
Operating model, chart of accounts, close calendar, controls, reporting, team — built from scratch or rebuilt from broken, by someone who has spent ten years in the SEC-reporting seat at US-listed public companies.
THE PROBLEM
The systems that worked at $1M are breaking at $10M. Reports take weeks instead of days, leadership decides without reliable numbers, and finance spends its capacity firefighting compliance. The fix isn't more people or another tool — it's a function designed for the company you are now, with the foundation for the one you're becoming.
Reports take weeks. By the time the numbers arrive, the decision they were supposed to inform has already been made — on instinct, because instinct was the only thing available on time.
The finance team spends nearly all of its capacity on compliance and firefighting. Planning, analysis, and capital decisions get whatever is left — which is nothing.
The function was never properly built. Someone handles the statutory work, but nobody produces the management information leadership needs — so the board package answers "what happened" and never "are we building the right things."
Growth is coming that the current setup cannot support — an audit, a raise, a listing — and everyone in the room quietly knows the close, the controls, and the reporting won't survive contact.
WHAT WE DO
The work starts with what the business actually needs from finance — not what a textbook says. What decisions are being made, what information would make them better, and what operating model delivers it. Then a phased build. Phase one targets your close — the goal is a sub-10-day close within the first two months.
Operating-model design. Processes, systems, team structure, and reporting framework mapped to the decisions leadership actually makes — the blueprint everything else is built against.
Chart of accounts and close calendar. The foundation: an account structure that produces the numbers you manage by, and a close that finishes in days with named owners — not weeks with shared blame.
Systems and ERP. Selection, configuration oversight, and implementation discipline — tools fitted to the operating model, never the reverse.
Management and board reporting. Reporting built around capital allocation, strategic risk, and forward-looking indicators — a package leadership trusts and uses, not 40 slides of what already happened.
FP&A capability. Budgeting, forecasting, and variance analysis that connect the plan to the cash — so leadership stops discovering problems two quarters after they started.
Controls and audit readiness. Policies, documentation, and internal controls scaled to your stage — including SOX 404 if you're listed or heading there — built to be tested, not just written.
Team structure and hiring. The right roles in the right sequence — a structure that balances compliance coverage with the strategic capacity the business has been missing.
WHY US
The founder is a US CPA and an MBA from IIM Ahmedabad — an operator with ten years inside US-listed public companies, in the filing seat. The functions he builds are the kind he has operated quarter after quarter: zero restatements, zero late filings, zero audit qualifications.
How we work: every engagement passes the 4-Gate model — document intake, source reconciliation, independent cross-check, deliverable review — before anything reaches your auditor or your board. See the model.
QUESTIONS
Email rohit@unfoldingvalues.com with your company name, ticker, and one sentence on the pain point. You'll hear back from Rohit — not a junior, not a form-response — within one business day.
Email rohit@unfoldingvalues.com