Interim CFO Support Through Big 4 Diligence and Cross-Border Acquisition
When a Montana technology company lost their CFO, they needed more than a replacement — they needed someone who could stabilize the financials, prepare the company for a strategic sale, and stand up to institutional due diligence. We did all three.
30 days
Time to stabilize reporting and board comms
KPMG
Big 4 due diligence — no material issues
Cross-border
Canadian acquisition completed
Post-close
Continued CFO engagement
The Challenge
The company was a growing Montana technology firm with a sophisticated financial operation. When their CFO departed unexpectedly, they faced a critical gap — not just in day-to-day financial management, but in strategic financial leadership at a moment when the company was beginning to explore strategic options.
Hiring a permanent CFO would take months. The financial reporting was falling behind. Board and investor communications were at risk. And quietly, conversations with potential acquirers were beginning — conversations that would require the financials to be institutional-grade, not just functional.
There was no time for a permanent CFO search. They needed someone who could step in immediately, stabilize the operation, and then help position the company for the outcome the owners were working toward.
Our Approach
We stepped in as interim CFO immediately — taking over financial reporting, cash flow management, board communications, and the day-to-day financial leadership the company needed. Within 30 days, reporting was current, the board had visibility, and the financial operation was running smoothly.
We rebuilt the financial reporting infrastructure to institutional standards — not just accurate, but presentation-ready for sophisticated buyers. Revenue recognition was tightened. Deferred revenue was properly classified. The management reporting package was redesigned to tell the company's financial story clearly and compellingly.
As acquisition conversations advanced, we led the financial preparation for the sale process — building the financial data room, preparing normalized EBITDA analysis, documenting key financial policies and procedures, and working with the company's legal counsel to ensure financial representations were accurate and defensible.
The acquirer — a Canadian company — engaged KPMG to conduct financial due diligence. We served as the primary financial point of contact throughout the process, responding to KPMG's requests, providing documentation, and ensuring that every financial question was answered accurately and promptly. The due diligence process went extremely well. No material issues were identified. The deal closed.
The Outcome
The company was successfully acquired by a Canadian firm. KPMG's due diligence found no material issues. The transaction closed on the owners' terms. 406 continues to provide financial support to the company post-acquisition.
The work done in the months before KPMG arrived — getting the financials current, building institutional-grade reporting, and filling the CFO vacancy — is what made the deal viable. The continued post-acquisition engagement reflects something important: the financial infrastructure built during the transaction was worth keeping.
If you're a business owner thinking about an eventual exit — whether in 2 years or 10 — the financial infrastructure you build today determines the value you capture when you sell. Buyers pay more for companies with clean, well-documented financials. Due diligence is easier. Deals close faster.
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