Most financial advisory practices lean one way — strategic or operational, CFO-level or controller-level. AdAstra brings both in the same engagement. We diagnose the systemic problem, design the fix, and build it — then hand it to your team to own. The work is always defined, time-bound, and leaves something your organization can operate without us.
Book a Free Assessment →Most growth-stage companies reach an inflection point where their financial infrastructure stops keeping up. The ERP that worked at $10M is buckling at $50M. The close process that ran in five days now takes three weeks. Controls that were informal when the team was small are now a liability under audit or investor scrutiny. The reporting that finance produces doesn't match what the board actually needs to make decisions.
This is not a staffing problem. It is an infrastructure problem. AdAstra diagnoses the systemic cause and builds the fix — from ERP configuration and integration logic to procure-to-pay process redesign and internal control frameworks that hold up when the auditors arrive.
Deep dive: ERP & implementation advisory →"The ERP implementation is six months in and three months past the promised go-live. The vendor's implementation team has gone quiet. The internal PM is exhausted. Half the integrations were deferred. The close is slower than before we started."
Client-side advisory for companies mid-implementation, post go-live, or about to start. We sit on your side of the table — owning the financial architecture, driving vendor accountability, and finishing what the implementation partner promised. We have led multi-vendor ERP projects with NetSuite, Salesforce, Ramp, and HRIS platforms running concurrently.
A new system does not automatically produce a faster close. The process has to be rebuilt around the system. We have taken month-end close from 15+ days to under five — not by adding headcount, but by redesigning the workflow, eliminating manual steps, and embedding the right controls at the right points in the cycle.
Procurement, AP, and expense management that works as one connected system — not three separate processes held together with spreadsheets and email approvals. We design the workflow, configure the integrations, and build the internal controls that give finance visibility and leadership confidence from purchase order to payment.
Crossing a border is a different category of financial complexity. A new country brings new entity structures, intercompany accounting obligations, transfer pricing requirements, multi-currency reporting, and a compliance layer that most finance teams were not hired to manage. The exposure compounds quietly — and tends to surface at the worst possible moment: during a fundraise, an audit, or when a tax authority gets involved.
AdAstra has built the financial infrastructure for international operations from the ground up — including a $1.2B first-of-its-kind direct air capture facility in the United States for a Swiss parent company, and financial operations across subsidiaries in the Middle East, Europe, and North America. We know what cross-border finance looks like when it is done properly, and we know the specific points where it typically breaks down.
"We triggered permanent establishment rules in Canada and have no idea how to be compliant with the tax authorities. We also have eight subsidiaries in the Middle East that we have never been able to properly audit — most of the documentation is in Arabic and our external auditors have flagged this as a material concern."
The legal entity structure has direct consequences for intercompany accounting, tax exposure, and reporting complexity. We advise on structure from the financial operations perspective — not just the legal one — so the entity you incorporate is one your finance team can actually manage cleanly, and one that does not create compliance exposure you will spend years unwinding.
Intercompany transactions — management fees, shared services, cost allocations, intercompany loans — require defensible transfer pricing policies and clean elimination entries at consolidation. When this is wrong, the consolidated financials are wrong. When it is undocumented, the tax exposure is real. We design the policy and build the accounting infrastructure to support it.
Multi-currency operations require functional currency determination, foreign exchange translation, and consolidation methodology — and each of these has choices that need to be made deliberately and applied consistently. We design the consolidation structure in the ERP, establish the reporting hierarchy, and ensure the consolidated financials are auditable from day one.
Strategic finance is not a separate discipline from financial operations — it is the same work at a different altitude. The company that cannot close its books in under five days cannot produce the reporting its board needs. The company whose ERP does not capture the right data cannot build a credible burn rate model. The infrastructure and the strategy are connected. AdAstra addresses both.
For growth-stage companies approaching a fundraise, navigating a transaction, or preparing for a board that is asking harder questions — we build the financial infrastructure that makes the story credible, the model defensible, and the numbers trustworthy. This is not slide deck work. It is infrastructure work that also happens to support the slides.
Deep dive: fundraising & transaction prep →"My executive team is concerned about cash runway. We know our contracts with suppliers but have no way to extract forecastable information from them. We have no visibility on committed spend or burn rate — and investors are starting to ask."
Seed through PE, venture debt, acquisitions, and grant recovery — we build the financial infrastructure before the data room opens. Revenue recognition cleaned up, deferred revenue schedules documented, burn rate model built, board reporting package ready. The investors and acquirers you are about to meet have seen thousands of companies. We make sure yours looks like one that is ready for the next stage.
A forecast is not a spreadsheet — it is a system that extracts committed spend from contracts, maps it to a cash model, and tracks actuals against plan on an ongoing basis. We build that system. The output is a forecast that leadership and investors can trust, updated from actual data rather than rebuilt from scratch each month.
Board meetings should be strategic conversations, not remedial accounting reviews. We build the monthly reporting package — unit economics, KPI tracking, variance commentary, forward-looking metrics — that gives the board what it needs to engage productively and gives management confidence going into the room.
An honest conversation about your business, your numbers, and where the real friction is. No pitch, no agenda — just a clear-eyed look at what's in the way.
A defined engagement with clear deliverables and transparent pricing — whether that's a systems build, a strategic project, or ongoing advisory. No open-ended retainers.
Not a report about what's wrong — the actual solution. Systems rebuilt, processes redesigned, infrastructure stood up. Three months minimum. Long enough to leave something real.
Everything built is documented, tested, and handed to your team to own. The engagement ends. The infrastructure doesn't.
Most engagements touch more than one practice area. A company navigating an ERP implementation while preparing for a Series B is not unusual. The assessment conversation surfaces what's most urgent and what the right sequence is.
Tell us where you are. We'll tell you honestly how we can help — and whether we're the right fit.
Schedule Now →Or email phil@adastracfo.com