Numbers that are ready
when the decision is

Your accounting function, run by Cooper Norman instead of an in-house hire. Transactions recorded, accounts reconciled, payroll run, statements delivered on a set cadence. You keep the decisions. We keep the books current enough to make them.

Owners still doing their own books, or whose close runs weeks behind. Each month you receive reconciled accounts and a full statement set: income statement, balance sheet, and cash flow. It supports the everyday decisions: what to spend, what to collect, and what the business actually made last month.

Businesses with bookkeeping in place but no one reviewing the output. A Cooper Norman controller closes the month, reviews the statements before they go out, and flags what moved and why: margins, accruals, aging receivables. It supports pricing, hiring, and margin decisions, the ones that need numbers you can defend rather than numbers you can print.

Owners facing decisions bigger than the monthly close: a loan renewal, an expansion, a major equipment purchase, a buyout conversation. On top of controller-level reporting, each month brings a forecast against actuals and a working session on the decision in front of you, with lender-ready packages when financing is on the table. You buy the hours the decision needs, not a salary.

We run payroll on your schedule: wages calculated, withholdings and filings handled, reports delivered. The entries land in the same books we close, so labor cost shows up in the statements where you decide about it.

Yes. Selling into new states creates obligations whether you notice or not. Our nexus studies map where you owe, and we handle registration, taxability analysis, filing, and audit support state by state. The point is to know your exposure before a state finds it for you.

Yes, at every tier. Income statement, balance sheet, and cash flow statement on a set monthly cadence, organized to read fast. At the controller and fractional CFO tiers, the statements arrive reviewed and annotated: what moved, why, and what it touches next.

Yes. Vendor bills processed and paid on your approval, customer invoices sent and followed up, and a budget built so each month closes against a plan instead of a feeling. When actuals drift, you see it while there is still time to act.

One connected bench, at work since 1954 across six offices in Idaho and Utah, with credentials behind the review: CPA, MAcc, EA, and CVA when a decision needs valuation depth. We work in QuickBooks Online, SAGE, and NetSuite, in your file or one we set up, with dashboards tied to the monthly close.