Outsourced Controller and Fractional CFO Services in New Jersey
The finance function of a much larger company, bought by the month. A close that lands on schedule, financial statements that hold up when someone outside the business reads them, and the budgets, forecasts, and lender reporting you would otherwise be building yourself at eleven at night.
Accounting that supports the business, not just the ledger.
These days the accounting department has to be more than accounting. It has to support operations and understand how the business actually functions. Working directly with owners, board members, cross-function management, outside auditors, and lenders is how the reporting ends up meaning something to the people reading it.
Diana Posner is a CPA licensed in New York and New Jersey and a Certified Fraud Examiner with 15 years across public and private accounting. After auditing financial statements across real estate, construction, not-for-profit, retail, and benefit plans, she served as the top-level financial executive for several service companies and for a real estate management and development company. That is where the second half of this work comes from: knowing how owners actually use financial reporting to make decisions.
Controller: the numbers are right and on time
- Monthly close on a published schedule
- Bank, credit card, and balance sheet account reconciliations
- Accounts payable processing and payment
- Accounts receivable processing and collection
- Fixed asset and depreciation management
- General ledger review
- Financial statement preparation
- Period-end closings and management reporting
CFO: what to do about them
- Cash flow forecasting
- Budget preparation and budget-to-actual analysis
- KPI reporting built around how you actually run the business
- Lender, board, and investor reporting packages
- Internal audit documentation for auditors
- Systems implementation support and staff training
When people call
The four moments this usually starts.
You are borrowing or refinancing
Lenders want statements they can rely on, covenant calculations they can follow, and answers within a day. We prepare the package from closed books rather than assembling it in a hurry when the request arrives.
The close keeps slipping
Late books are usually an order-of-operations problem, not an effort problem. We run a fixed sequence every month so reporting is never produced before the cash it depends on has been reconciled.
You have outgrown the bookkeeping
Someone is recording activity but nobody is reviewing it, closing it, or telling you what it means. That gap is exactly the controller role, and it does not require a full-time hire to fill.
An audit or a diligence process is coming
Audit readiness prepared by someone who used to sit on the other side of it: the schedules, the support, the control documentation, and a liaison so your team is not fielding every request.
Who we work with.
Most of our clients own or manage property, which is our specialty and has a page of its own. Outside real estate we work with professional service firms, healthcare practices, construction companies, and other owner-run businesses across New Jersey and the New York metro area.
Questions we get asked.
What is the difference between a controller and a CFO?
A controller owns whether the numbers are right and on time: the close, the reconciliations, the financial statements, the controls around them. A CFO owns what you do about them: cash flow forecasting, budgets, pricing and margin questions, what a lender or investor needs to see, and whether the business can afford the next move. Most owner-run companies need more of the first than they think and less of the second than a full-time hire would cost, which is why the two are usually best bought together and part-time.
At what size does this make sense?
The usual trigger is not a revenue number, it is a moment. You are about to borrow, refinance, or sell. Your bookkeeper can record activity but cannot tell you what it means. You are running several entities and no longer have one clear picture. Your auditor or lender is asking for things you cannot produce quickly. If any of those describe you, the work is worth buying regardless of size.
Do you replace our bookkeeper?
Not necessarily, and often not. A good bookkeeper doing day-to-day entry with a CPA-level controller above them reviewing, closing, and reporting is a strong and inexpensive structure. Where it does not work is when the bookkeeper has been asked to make judgement calls the role was never meant to carry. We will tell you honestly which situation you are in.
Do you prepare our tax returns?
No. Diana does not prepare individual or business returns. We prepare the workpaper package your outside tax preparer works from, file your 1099s, and deal with your preparer directly so you are not relaying questions between two parties. If you do not have a preparer, we can tell you what to look for in one.
What software do you work in?
QuickBooks and AppFolio. We work inside the system you already run rather than requiring a migration. Where the software is fine but the setup is not, for instance a chart of accounts that cannot produce department or property-level reporting, we fix the setup as part of the engagement.
Can you get us ready for an audit?
Yes, and it is a specific strength here. Diana spent the first half of her career performing financial statement audits across real estate, construction, not-for-profit, retail, and benefit plans, so audit readiness is prepared from the auditor's side of the table: the schedules they will ask for, the support behind them, and the control documentation, assembled before fieldwork rather than during it. We also act as the liaison so your team is not fielding every request.
Start with a conversation.
A free consultation, no pitch. Tell us what you are trying to decide or produce, and we will tell you what the finance function behind it needs to look like.
diana@posneraccountingsolutions.com
Cranford, New Jersey. Serving New Jersey and the New York metro area.