Client Accounting Services
Build an accounting and reporting rhythm that helps you understand what is happening and what needs attention. Cooper Norman runs the accounting function at three tiers: bookkeeping, controller-level support, and fractional CFO support.
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Current books can still leave you in the dark
A bank balance is one piece of the picture.
Receivables, payables, and upcoming commitments add the rest.
The information also needs to arrive in time.
A dependable reporting rhythm makes it useful.
Then leadership can act with a clearer view.
The month closes weeks after it ends, so decisions get made on old numbers or on instinct.
The bank balance looks fine, but nobody can say what it will look like after payroll, payables, and the next big order.
Bookkeeping, payroll, and bill pay sit with different people, and no one sees the whole picture.
An illustrative example
An owner looks at the bank balance and feels comfortable hiring. The monthly report tells a fuller story. Receivables have stretched by two weeks, a large supplier payment is due next month, and margins on one product line slipped.
None of that shows up in a bank balance. With it in view, the owner can still hire, but maybe a month later, or after tightening collections. Good reporting does not make the decision. It shows what the decision depends on.
This example is illustrative. It is not a client story, and every engagement is scoped to its own facts.
Bookkeeping keeps the record straight: reconciled accounts and monthly statements for owners still running their own books. Controller-level support adds review: a professional who closes the month, watches margins, and stands behind the numbers before they go out. Fractional CFO support adds the forward view: forecasts, lender packages, and a finance seat at the table for the decisions growth creates. Start at the tier that fits the gap, and move up without changing firms.
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.
Usually, yes. Our team works in QuickBooks Online, Sage, and NetSuite, among others. In the first conversation we will ask what you use and tell you honestly whether it fits.
Yes. Many clients start with one gap, like payroll or a monthly close, and add more later. Start at the tier that fits, and move up without changing firms.
We set it with you during onboarding, based on when your month closes and when you need the numbers to make decisions. The schedule depends on the scope we agree on.
A controller looks backward and makes sure the numbers are right: closing the month, reviewing statements, and flagging what changed. A fractional CFO looks forward: forecasts, lender packages, and a finance voice in bigger decisions. Many businesses need the first before the second.
Who leads this work
Partner, CAS Lead
Tyson Bingham leads client accounting services at the firm. Monthly closes land on his bench.
Start a conversation
Only your name, email, and one question are required. The right advisor reads it and follows up within two business days. Please leave out tax returns, statements, and account numbers for now. Those come later through our secure process. New to Cooper Norman and prefer to talk? Call (208) 551-5638.
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