Run your business. We'll run the financial side.
Accounting, bill pay, collections, payroll administration, monthly reporting, CPA and bank coordination, and CFO-level planning, from one Naperville team that becomes part of yours. Better information, and more of your time back.
What we take off your plate
You didn't start the company to chase receivables, answer payroll questions and explain transactions to the CPA. Here is what normally reaches the owner, and who handles it instead.
"Has this customer paid yet?"
"Can I pay these bills?"
"Payroll needs approval."
"The CPA has five questions."
"Why did insurance go up?"
"We hired someone Monday."
"The bank needs updated financials."
"Are we actually making money?"
"Can we afford another employee?"
"Should we open another location?"
When the business gets more complicated than the finance function behind it.
When the business gets more complicated than the finance function behind it.
Your attention is one of the company's most valuable resources
Every hour spent chasing documents, answering accounting questions, fixing payroll issues or relaying information between your CPA and your staff is an hour that can't be spent on customers, people or the next decision. The shift is simple to draw.
Today
CPA
Banker
Bookkeeper
Payroll company
Employees
Vendors
Customers
Insurance broker
Benefits provider
Nine relationships, every question, and the owner is the switchboard.
With CFO Anywhere
CPA
Banker
Bookkeeper
Payroll company
Employees
Vendors
Customers
Insurance broker
Benefits provider
Here's what happened. Here's what matters. Here's what you need to decide.
From bill pay to big decisions. One financial team.
Bookkeeping isn't the cheap service and CFO work isn't the expensive one. They're four layers of one finance function. Most clients start with one and grow into the others.
Run
We run the financial back office.
— Bookkeeping and reconciliations
— Payables and bill pay
— Receivables and collections
— Payroll and HR administration
— Sales tax, annual reports and registrations
Report
We make the numbers dependable and useful.
— Month-end close within 15 days
— Financial statements with commentary
— A one-page KPI scorecard
— Lender and covenant reporting
— A tax-ready package for your CPA
Improve
We make the financial operation work better.
— Cleanup and catch-up bookkeeping
— Chart of accounts and QuickBooks
— Process, controls and staff training
— Expense, insurance and vendor review
— Reporting that runs without you
Advise
We help the owner decide what happens next.
— 13-week cash forecast, updated weekly
— Budget and annual forecast
— Hiring, equipment, debt and location decisions
— Bank and financing relationships
— Goals turned into plans, with accountability
What twenty-four years contain
Pattern recognition, not age. We've probably seen some version of what's happening to you.
Most outsourced providers receive files, send reports and schedule a monthly call. We work inside the business: with your employees, your banker, your tax accountant and your payroll provider, so the owner doesn't have to be the messenger between everyone.
The goal is simple: fewer financial issues need to find their way to the owner's desk.
— We learn your systems and work in them.
— We answer your CPA's questions ourselves.
— We deal with payroll and benefits providers.
— We train the people who stay.
— We work directly with your staff.
— We answer your CPA's questions ourselves.
— We can operate through a company email identity.
— We take responsibility for follow-through.
We meet the company where it is
Fit depends more on complexity than on revenue. Our ongoing clients range from new businesses to established companies with internal accounting teams; many of our core relationships are owner-led companies between $2M and $50M.
Starting
Get the financial foundation right: registrations, QuickBooks, payroll, banking structure and monthly books from the first month.
Growing
The owner still touches everything. We take over increasing amounts of the back office until the finances stop reaching your desk.
Scaling
Employees, departments, loans and covenants. Reporting, process and a monthly CFO rhythm sized to the company.
Established
You have accounting staff. We lead them, review their work, and deliver the reporting and guidance an owner expects from a CFO.
We've seen this before
Transportation company, western suburbs
Fuel up, lender pressure, cash tight.
A weekly forecast, monthly lender packages the bank could use, receivables discipline by shipper. Decisions made five weeks earlier than before.
Two-store auto dealership group, Fox Valley
The owner was doing finance between deals.
Five-plus years as their CFO. Floor plan and factory statement discipline, departmental reporting the managers owned, expense controls that showed up on the bottom line.
Chicago real estate brokerage, client since 2008
A part-time bookkeeper and no financial review.
Took over the accounting, then contracts, leases and the banking relationship. Tens of thousands saved on renegotiated agreements; profitable through a down market.
«We very much appreciate the long-term relationship with you that goes back now over two decades. That has allowed us to get always-available service to all of the family members at a reasonable fixed monthly fee»
From a letter to Chris, November 2025. A family with nine real estate entities, five operating entities, nine trusts and a charitable foundation. Client for more than twenty years. Name withheld at the family's preference
What we believe
1.
The books and the CFO should be the same team.
Advice built on someone else's numbers is a guess.
2.
A forecast isn't useful because it's accurate.
It's useful because management knows what would make it wrong.
3.
Numbers that arrive three weeks late are history, not management.
Close within 15 days or the numbers describe a company that no longer exists.
4.
Financial discipline should arrive before the full-time CFO does.
Growth increases the need for discipline long before it increases the need for a full-time hire.
5.
Say the uncomfortable number out loud.
Owners can handle the truth. They can't handle surprises.
Chris leads every relationship. A full-time team does the work
Chris Greco has been the CFO for owner-led companies since 2002, including more than five years as CFO of two auto dealerships. Three full-time accountants close the books, run payables, receivables and payroll, and build the lender packages from the Naperville office. You get Chris's direct number, and clients use it.
That structure is the point: the forecast Chris brings to your meeting is built on numbers his own team closed. Nobody is advising on top of somebody else's bookkeeping.
Meet the team →Our thinking, in writing
Cash flow · 7 min · By Chris Greco
Profitable but always short on cash: the four places the money goes
Receivables, inventory or WIP, lumpy debt service, and a distribution calendar nobody wrote down.
Banking and lending · 6 min · By Chris Greco
What your bank wants to see before renewing your line of credit
Statements that tie to the return, a reconciled balance sheet, and a covenant calculation done their way.
Running the business · 6 min · By Chris Greco
Bookkeeper, controller, CFO: what each one does and which one you're missing
What happened, that it happened correctly, what happens next. Most $2M–$50M companies are missing the middle.
Owner time · 5 min · By Chris Greco
Why the owner keeps becoming the accounting department
The handoffs, missing answers, and unfinished follow-through that pull financial work back to the owner's desk.
QuickBooks cleanup · 8 min · By Chris Greco
Why your QuickBooks balance sheet doesn't look right, and how to fix it
Undeposited funds, suspense accounts, loans booked as income. Where the errors hide and where the cleanup starts.
Hiring decisions · 5 min · By Chris Greco
Can we afford another hire? A five-minute way to answer
Loaded cost against the 13 weeks, then against the year. The answer is usually "yes, in March."
Tool
Owner time calculator
Check the tasks you still handle yourself. See how many hours a month you're spending as your own finance department.
Tool
Do I need a bookkeeper, a controller or a CFO?
Yes or no, ten times. One of three answers, each with two sentences on why.
Tell us what's going on. We'll tell you what we see
One conversation with Chris, no deck. He'll tell you what he sees and what it would take to fix it, including if the answer is that you don't need a CFO yet.
Chris Greco, Founder and President.
Your first call is with him, not a sales team.