Capabilities
Buxbaum helps privately owned companies navigate high-stakes financial moments with confidence. Whether preparing for a sale, strengthening the accounting and finance function, or managing through growth and change, we provide the insight, rigor, and leadership that keep you ready for what’s next.Our team can start within 24 to 48 hours and moves quickly when the clock is running and the pressure is high, working with management to stabilize, lead, and execute without disruption.
Don’t see your industry or situation above? That’s not a dealbreaker. We have historically played reporting and diligence roles with a multitude of other industries. Reach out and let’s talk.
Companies that trust Buxbaum
Q&A
Outsourced Accounting
- When does it make sense to outsource accounting instead of hiring internally?
Outsourcing makes sense when you need reliable financials and discipline without the overhead of building and managing a full team. Many companies reach a point where complexity increases faster than competent headcounts are capable of—outsourcing provides immediate structure, additional capabilities and scalability.
- How involved is the Buxbaum team in the day-to-day work?
We don’t operate at arm’s length. Our team is embedded in your workflows, owning core processes like AP/AR/Payroll, the monthly close, analytics, and operational restructuring.
- Will outsourced accounting still work if my business is growing or changing quickly?
Yes. Our model is designed to flex as volume, complexity, or priorities change—whether that’s growth, new entities, system upgrades, or preparing for outside scrutiny.
- How does outsourced accounting support future capital raises or a sale?
We build financials with credibility in mind. Clean closes, clear supporting schedules, and disciplined reporting increase confidence in potential lenders, investors, and buyers—and give you optionality when opportunities arise.
M&A Advisory
- When should a company start thinking about sell-side preparation?
Earlier than most expect. The strongest outcomes come when financials, reporting, and key analyses are addressed well before a process begins, not while buyers are already asking questions.
- How is sell-side diligence different from buyer diligence?
Sell-side diligence is about control. It allows management to shape the narrative, identify issues early, and reduce surprises rather than reacting to buyer findings late in the process.
- What role do you play once a deal is live?
We manage the financial workstream—preparing analyses, handling buyer questions, coordinating data room materials, and working alongside bankers and attorneys to maintain the momentum of the deal.
- How do you help protect valuation during diligence?
By anticipating scrutiny, normalizing earnings appropriately, being proactive with working capital negotiations, assuring the highest defensible add-backs to EBITDA have been uncovered, and addressing issues before they become leveraged for the buyer.
Fractional CFO
- When do companies typically need a Fractional CFO?
During moments of change—rapid growth, leadership transitions, capital raises, cash pressure, or transaction preparation—when financial decisions carry more weight and require experience.
- How is a Fractional CFO different from outsourced accounting?
A Fractional CFO focuses on leadership and judgment: planning, forecasting, cash strategy, stakeholder communication, and decision support—rather than day-to-day processing.
- How involved is a Fractional CFO in management decisions?
Very involved. We work closely with ownership and leadership to interpret financial results, evaluate options, and guide decisions with a forward-looking perspective.
- Is this a short-term or long-term engagement?
It can be either. Some clients need interim leadership during transitions; others value ongoing CFO-level insight without committing to a full-time executive.
ERP and Systems Transformation
- What typically triggers an ERP and systems transformation project?
Growth, system limitations, manual processes, reporting delays, or preparation for audits or transactions. These moments expose gaps that require more than incremental fixes.
- Is ERP and systems transformation just about new systems?
No. Technology is part of it, but the real impact comes from improving processes, controls, data flow, and reporting, so the finance function operates efficiently and reliably.
- How disruptive is an ERP and systems transformation?
When done right, disruption is minimized. We focus on practical improvements that strengthen existing workflows while gradually introducing automation and better structure.
- How does ERP and systems transformation support future transactions or growth?
Strong systems and clean data accelerate diligence, improve confidence with stakeholders, and allow leadership to move faster and more effectively with better information.