Larch
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For advisors

Carry more engagements without dropping the standard.

The constraint on a CFO practice is not selling the work. It is the partner hours burned rebuilding context, chasing review, and re-deriving last month's numbers. Larch holds the cycle so your people hold the judgment.

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Engagements · JuneBy stage
Encana Holdings brief unreviewed 4 daysStalled
Cedar & Co forecast v3 lockedPack draft
Birchwood Transport observations in editBrief
Halverson Foods pack in final reviewDue Jun 14
Two Pines Mfg published · 2 decisions openDone
Illustrative queue · names and states fabricated
The shape of the problem

Your best people are doing archaeology.

Watch where the hours actually go in a CFO engagement. Not into judgment, into reassembly. The senior accountant reopens last month's spreadsheet to remember what the firm said about margin. The partner reads an email thread to find out whether the client ever answered the AR question. The controller rebuilds a forecast tab someone overwrote in March.

Larch keeps all of it on the engagement: the briefs, the forecast versions (v2 survives v3), the decisions with their IDs, the asks with their owners. When June opens, May's context is already loaded.

The review chain is the other half. A Pack moves Draft, then In review, then Final review, then the portal, and nothing reaches a client without a person signing it. The AI drafts observations; your team keeps, edits, or kills every line. That boundary is written down, in plain terms, on the security page.

The firms that grow are not the ones working more hours. They are the ones who stopped rebuilding context.

Week one

What onboarding an engagement actually looks like.

The honest version, from a firm's side. One engagement, one controller, about six working hours total spread across the week.

A typical first week · times approximate

Day 1 Connect the client fileQuickBooks or Sage, read-only. Chart of accounts maps in about an hour; Larch flags the accounts it cannot place.
Day 1 Pick the KPI spineFive to eight numbers that matter for this client, from the library or custom. This is the conversation that earns the fee.
Day 2-3 Backfill twelve monthsLarch ingests the trailing year so the first read has a baseline. Tie-out flags surface anything that will not reconcile.
Day 3 Set the review chainWho drafts, who reviews, who signs. Two people minimum; the roles are enforced, not suggested.
Day 4-5 Dry-run a cycle on last monthRun close-to-Pack on data you already know. The client never sees it; your team learns the loop on familiar numbers.
Day 5 Invite the clientThe owner gets the portal and one email explaining what will arrive on the 9th. That is the whole client lift.
The capacity question

The math partners actually run in their heads.

A CFO engagement that takes a controller eighteen hours a cycle caps out a three-person team around a dozen clients, and the partner becomes the bottleneck for every review. Cut the reassembly and chase work, and the same team carries more engagements at the same standard, without the partner reading every number twice.

We will not put a multiplier on your practice from a marketing page. Bring your engagement count to the walkthrough and we will work the math on your numbers.

Cycle steps held by the platform 7 of 7
Context rebuilt at month open None
Reviews enforced before a Pack ships 2 min.
Client-visible surfaces your firm signs off All

Structural facts about the product, not performance claims

Bring one engagement. Run it through.

A walkthrough with your numbers: we set up one client file and run a cycle while you watch. If the loop does not fit your practice, you will know in an hour.

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