Firm Controllership - Law, Tax and Insurance Groups
This is a dual-mandate, hands-on controllership role. Internally, the Controller is the traditional controller of three (3) professional services companies, responsible for the controllership of Private Wealth Law Group, Private Wealth Tax Group, and
Date Posted
September 22, 2026
Type
Accounting
Controller
1. Firm Controllership - Law, Tax, and Insurance Groups
Traditional controllership for three affiliated professional services firms: Private Wealth Law Group, Private Wealth Tax Group, and Private Wealth Insurance Group. Routine data entry is delegated to the bookkeeper; accuracy, close completion, review, and reporting remain the Controller’s responsibility, including:
- Monthly, quarterly, and annual close, financial statements, and complete balance-sheet reconciliations for each entity.
- Multi-entity, related-party, and intercompany accounting, allocations, and consolidated reporting; proper revenue, expense, payroll, debt, and equity treatment.
- Cash visibility, working-capital reporting, and budget-to-actual reporting.
- Billing and collection oversight; service-line and client profitability reporting.
- Coordination with external tax, banking, and insurance-commission accounting providers.
2. Fractional Controller - Private Wealth Tax Group Clients
Serve as the fractional controller for PWTG client businesses, reporting to the Director of Accounting. These are companies that need controller-level accounting but are not ready for a full-time controller.
- Own each assigned engagement from transaction processing through completed financial statements: timely closes, reconciled balance sheets, documented adjusting entries, and organized workpapers.
- Deliver tax-ready and advisory-ready financials: correct entity and equity accounting; fixed-asset, debt, payroll, and owner-transaction support; identification of unusual or potentially taxable transactions; consistent history; and accurate gross-margin and budget-to-actual detail.
- Present results to client owners and management, explain variances, and recommend corrective action.
- Define deliverables, deadlines, and client information requirements; identify out-of-scope work before it is performed; and escalate chronic client concerns (including noncompliance).
- Track effort, capacity, and engagement economics, and recommend changes in process, staffing, pricing, or scope.
3. Standards, Team, and Systems
- Set the close, workpaper, documentation, and reviewer-signoff standards used across firm and client work; determine whether work meets standards before release; and require problems to be corrected or placed on a documented remediation plan.
- Assign work by complexity and capacity, review it, give specific feedback, and address recurring quality failures. The Controller remains accountable for delegated work.
- Train staff to resolve root causes rather than repeat corrections.
- Design charts of accounts and reporting structures, standardize policies while preserving necessary client-specific treatment, and maintain access, approval, and separation-of-duty controls.
- Partner with management to automate repeatable workflows without weakening review, and to ensure data feeding dashboards and analytics reconciles to authoritative accounting records.
- Prepare and follow excellence operating procedures (EOPs) designed to ensure systemization,