We Don't Advise.
We Execute.

When MCR stepped in, the finance function was in crisis. The year-end audit was severely overdue. Books and records were disorganized and unreliable. Four acquisitions had closed with no purchase accounting integration. DSO was exceeding 100 days. The close cycle stretched beyond 20 days. And multi-jurisdictional payroll compliance had fallen behind across a global workforce. The organization was in financial chaos and the clock was running.

2023 audit dragged on for 11 months. 10+ statutory audits were 2+ years overdue across six countries. Purchase price accounting was incorrectly recorded across acquisitions. FX translation entries were manually calculated in Excel and uploaded incorrectly. No close calendar. 20+ day close. The accounting team lacked the expertise to support a PE-backed growth trajectory.

A PE-backed SaaS company approaching recapitalization had significant gaps in its Order-to-Cash process: revenue reporting was unreliable, AR was materially understated, monthly cash collections had plateaued, and the CFO lacked confidence in the numbers being put in front of investors. Governance around deal approvals, contract terms, and revenue recognition was absent - creating a material risk to the transaction.

A multi-entity $150M SaaS company lacked contract-line visibility into unbilled and deferred revenue - creating financial reporting errors, reconciliation failures, and escalating audit risk. Manual processes throughout quoting, invoicing, and treasury operations produced inconsistent outputs and operational drag. NetSuite's native reporting couldn't bridge the gap between ARM revenue data and SuiteBilling, leaving leadership flying blind on a core revenue metric. The engagement began as a scoped Pay-As-You-Go review and quickly expanded into a full Order-to-Cash assessment as the depth of systemic issues became clear.

Shortly after stepping into the role, the CFO recognized the gap between the company's growth ambitions and the current state of finance. With multiple acquisitions underway and more ahead, the risks were clear: reporting breakdowns, audit pressure, integration delays, and team burnout. The CFO brought in MCR early - before the cracks appeared - to ensure the finance function could scale ahead of demand, not react to it.

Following a key acquisition, leadership needed to ensure the platform could integrate efficiently while continuing to execute on an aggressive M&A strategy. The challenge wasn't just integration - it was maintaining momentum. Multiple acquisitions were in flight simultaneously. Audit and reporting complexity was compounding. Core accounting functions were under sustained pressure. The risk of operational slowdown was real, and at this scale, a slowdown means missed deals. MCR was brought in to hold both sides of the equation: keep the M&A engine running hot while keeping day-to-day operations running clean.

The subsidiary was in crisis. The audit was significantly delayed. Books and records were incomplete and unreliable. Severe accounting turnover had wiped out most of the institutional knowledge. Compounding everything: the business sat inside a cross-border joint ownership structure with a global European defense conglomerate, and ownership was actively consolidating to a single parent. Audit failure and a total loss of financial credibility were on the table. MCR was brought in to stop the bleeding and rebuild.

The organization had scaled successfully through a deliberately distributed structure - dozens of entities operating independently across the U.S. and Canada. The model worked strategically, but it created a reporting problem: financial data was scattered across 70+ entity-level trial balances, consolidated reporting was inconsistent and time-consuming, and there was no standardized, repeatable process for management or board visibility. Leadership needed a solution that could be built fast, maintained internally, and scale as the organization continued to grow.

The controller resigned with minimal transition time. Institutional knowledge was thin, documentation was limited, and close, payroll, billing, and reporting were all in motion. The CFO had roughly three days of overlap before MCR stepped in as acting controller. The mandate was immediate and unambiguous: keep the business running, stabilize the team, and restore confidence in the numbers - all while managing a revenue recognition environment made complex by highly customized, non-standard SaaS contracts. Shortly after stabilization, a major recapitalization with a new institutional investor added another layer of urgency.

The company executed a transformational acquisition of a similarly sized platform - effectively doubling the business overnight. The challenge wasn't closing the deal. It was making the combined company operate as one, immediately. Day 1 readiness was required across all functions. TSA timelines had to be met. Revenue recognition policies needed alignment across two distinct SaaS businesses. Systems, teams, and processes had to integrate quickly. And a full rebrand was planned shortly after close - adding customer-facing complexity on top of operational pressure. MCR was brought in by the CFO to lead the finance and accounting workstream within the integration PMO.

During active diligence, the sell-side team began receiving detailed inquiries from the buyer that exposed gaps in supporting financial materials. With the company's internal accounting function limited to the CFO and VP of Finance, there was no capacity to respond to escalating diligence demands without outside support. Supporting schedules lacked consistency and depth. Account reconciliations were not fully defensible. Data room materials were incomplete or misaligned to diligence expectations. At this stage, the risk is clear: valuation pressure, extended timelines, loss of buyer confidence. MCR was brought in mid-diligence, with no ramp time - to serve as the accounting arm of the sell-side team and protect deal value.

A newly appointed Head of Finance stepped into a growing healthcare SaaS business without a formal accounting foundation in place. No prior accounting leadership. Financials on a cash basis. Limited processes, documentation, or compliance history. MCR was brought in as a hands-on partner, embedding alongside the Head of Finance to identify gaps, establish priorities, and provide the support needed to move the function forward.