Find the friction
Trace the file, the money, and the decision. Read the exceptions with the people who clear them.
How the work moves
Advice has to survive a funding day.
The work happens alongside the office. We agree on access, ownership, and what can change without interrupting the next close.
Book an operating reviewHow the work moves
From the first question to a working routine.
Set the operating plan
Write the sequence, owner, baseline, and next decision. Put the work in an order the office can absorb.
Build what’s missing
Repair the handoff, the control, or the reporting. Build technology only where the plan calls for it.
Make it stick
Review adoption with the team. Track the agreed measures. Change the routine until the office can carry it.
How the work moves
The engagement follows the work.
Operating review
A defined diagnostic. Records, interviews, a written baseline, and a prioritized plan. Scope and any fee are agreed before work begins.
Quarterly retained
Ongoing operating work with leadership. A written work plan, recurring reviews, and accountability for the sequence of decisions and implementation.
Project
A bounded build, integration, reporting change, or remediation workstream. Deliverables, acceptance criteria, dependencies, and maintenance are agreed in writing.
How the work moves
What the first 90 days can look like.
Days 1–30
Establish the facts
Read a scoped file sample, trace key handoffs, review branch numbers and open exceptions, and agree on the baseline. Produce the written order of work.
Days 31–60
Put the first changes into use
Assign the first workstream, test it with the staff who own it, and resolve access or system dependencies. Avoid changing every process at once.
Days 61–90
Test whether it holds
Review the agreed measures and the exceptions that remain. Document the routine, correct weak adoption, and decide the next scope.
A representative sequence, not a guarantee of timing or results. The review determines the actual plan.
Clear boundaries make the work useful.
MWM describes and implements operating work. The client’s attorney, CPA, auditor, bank, and regulator retain their respective roles. No legal, tax, or audit opinions are provided.
Start with the operating facts
Your next chapter starts with a clearer plan.
Bring the stalled handoff, the margin question, or the control that keeps you up. We’ll put the next steps in order.
Book an operating review