Kathy Ryan Honored by Accounting Today for Second Time

What an honor! Congrats to Kathy Ryan, who was recently named to Accounting Today’s annual list of “Managing Partner Elite” for a rare second time. This year, Accounting Today gave this prestigious recognition to just 10 special leaders in the field from across the country.

Accounting Today has a set criteria for who appears on the list: Those named are known for being planners, for making the most of technology, developing workplace culture, and implementing smart ways to best serve their clients and grow their firm.

Kathy does all those things, but it’s unusual for someone to be named twice, as the publication noted in its recent write-up about the 2018 Managing Elite Partner list:

“With her unique firm celebrating its 25th anniversary this year … we thought it made sense to highlight Kathy Ryan again, as she continues to be a model for firm leaders who are looking to engage their staff in a genuine way.”

Accounting Today recognized both Kathy and RoseRyan for:

  • Leadership and culture: We’ve earned a frequent spot on Best Workplace lists, partly due to our clearly defined culture, which is guided by four values that serve as the cornerstones of our success. These values are known as TrEAT around here (we’re Trustworthy, we Excel in all that we do, we Advocate for each other and clients, and we operate as a Team).
  • A dedication to female leadership: The majority of our executive team is made up of talented women, as noted by the Accounting & Financial Women’s Alliance and American Women’s Society of CPAs.
  • Innovativeness: Our development of an in-house scheduling, timesheet and billing system has been spun off into its own separate company called Bizinta.

Kathy’s leadership has been widely recognized in the 25 years she has led RoseRyan. She first made Accounting Today’s Managing Partner Elite list in 2014. The San Francisco Business Times has named her an influential woman in Bay Area business, and the San Jose/Silicon Valley Business Journal has named her one of the most influential women in Silicon Valley.

Want to be a part of a great team that has demonstrated staying power since Kathy and another woman founded RoseRyan 25 years ago? See our latest job opportunities, and reach out to our Talent Manager Michelle Hickam if you think you’d be a good fit for our winning workplace.

The Finance Piece: What Cannabis Companies Need in Place for Rapid Growth

Cannabis companies in California are in a tough yet exciting spot. Many are feeling the pressures of rapid growth mixed with a conflicting sense of uncertainty and optimism. After all, the market is poised to see $7.7 billion in spending by 2020, due to our state’s approval of the adult use of recreational marijuana. Things are moving incredibly fast. New opportunities continue to arise, from CBD-infused products to mega consumer brands looking into cannabis drinks. Explosive growth across this sector appears imminent while questions persist as regulations evolve and federal prohibition hangs over everything.

In some respects, the challenges cannabis companies are facing right now resemble what other fast-moving companies around Silicon Valley deal with, like those in the tech and life sciences sectors. The pressure is on to be the first and the best out of the gate.

To endure in the canna industry, companies in the earliest stage of their business lifecycle have to focus on survival and conserving cash. Those that then grow rapidly in the next stage need to figure out how to scale without cracking and how to stand out from the pack. Their work becomes more complicated as they balance today’s demands while planning for the future. A solid finance function can make or break their survival as well as their lasting success. Here are some tips for cannabis companies on the rise.

Know where to turn. Growth is messy and can be inefficient. Not everyone knows what to do. Enormous growth can throw off employees who are not used to high-growth situations. As the company grows, hold on tight to the loyalists who know the business, but also turn to people who have experience going through rapid change to help the company conquer the chaos.

An interim CFO or controller knows what is needed—currently and in the future—and can help leaders hire permanent employees when the time comes. High-growth companies might not need a full-time CFO or finance team at the outset which is costly. Rather, they can use outsourced experts for a few hours per week, conserving cash, and grow from there.

Plan for the unexpected. The landscape in this industry will continue to shift. Acquisitions and mergers are certain to happen, as more players get involved and competition tightens up. For strong valuations and desirableness, know that acquirers and investors will be looking for companies that have their financial houses in order. Finance is the language of business, and they want accurate, timely information—and won’t wait around for companies that can’t deliver reliable financial data.

Be aware of the risks. What should you do when you suspect your existing systems cannot keep up with your business? Is your current way of handling cash and bank issues going to falter if you take on more orders? Do you have a grip on cash flow, or is it anyone’s guess?

Senior-level finance experts can help identify and fill in the knowledge gaps—from the risks your company is facing and how those risks can be best managed, to applying essential financial discipline for using cash in the most efficient way. There is no one size fits all—CFO pros who know your industry and get to know your company will balance the financial needs of the organization with the dynamics of the market, including legal and regulatory issues, supply chain complexities, product scarcities, pricing pressures, and competitor stresses.

Lay the groundwork. An established financial framework gives decision makers a lay of the land with accurate, timely information they can base smart choices on. They need to ensure the company is running on scalable and appropriate systems that provide reliable data for sound scenario planning and decision making.

Partner up. Building out every area of the company isn’t necessary in the early stages and is, in fact, quite expensive. What’s important is access to resources and specialized skills—but only when they’re needed. Who can help out when issues develop and when compliance questions crop up? How will you reach them at a moment’s notice? Fill out the expertise you don’t possess in-house by evaluating your partners and folding in new ones you trust, from banking experts and tax professionals to specialists in HR and system implementations.

You need to be able to jump on opportunities when they happen. You need to be ready. Nothing is worse than when opportunity knocks and you’re not prepared. That means making connections now. Look for partners who “get” you by focusing on those that have high-growth industry experience and who have a strong network of smart connections and partners with integrity.

Getting Through Fast Times

It’s a pivotal time for cannabis companies as they see demand in their products increasing and relentless competition right at their door. Navigating your finance function to support explosive growth and the shifting needs of the organization requires a particular expertise to do it right. An ecosystem of trusted partners can take you far when you have the ability to tap into it whenever the need arises.

Expansion can happen fast and then contract. Ride the waves—having access to the right expertise and resources at the right time can make the difference as cannabis companies professionalize their operations and fine-tune their finances.

As vice president of business development, Maureen Ryan has kept RoseRyan pushing the envelope in innovation, including leading the charge into the cannabis marketplace and developing the firm’s finance and accounting Cannabis Solution. Maureen has 25 years’ experience in business—working in engineering, sales, business development, marketing, and operations for a variety of Silicon Valley companies.

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25 Reasons to Celebrate 25 Great Years

As finance aces, we naturally love numbers. We’re turning 25 this week, so thought we’d share 25 things that make RoseRyan special. It’s been quite an incredible journey since CEO Kathy Ryan started our consulting firm in 1993 with colleague Sue Macias. And now, with more than 800 clients under our belt, and close to 100 consultants, we’re celebrating this amazing milestone.

25 reasons we love RoseRyan:

  1. Growth. We’re up to 96 professionals now and continuing to hire. It’s awesome, especially in a time of tight talent.
  2. Top talent. It is certainly intellectually stimulating and makes for great conversations when you’re working with smart people who share similar work passions and have a high level of expertise. Our team is made up of seasoned industry pros, Big 4 veterans and startup alums.
  3. Shared values. Grounded by four core values (to be Trustworthy, to Excel, to be a strong Advocate, and to be a great Team player), RoseRyan’s operates in a kind and respectful way, and we do the right thing. No one gets thrown under the bus.
  4. Flexible work arrangements. We offer a variety of employment options depending on the situation. Our expanding dream team is made up of full-time, part-time and independent consultants.
  5. Friendly culture. Our vibe is supportive, collaborative and super-friendly, and one of the main reasons consultants choose us. “You know you’ve found the right job when the moment you show up, it feels like home,” one consultant wrote about joining the firm. We’re family friendly, many people have worked here many years, and we develop life-long friendships.
  6. Fun activities. We’re not all work and no play. We gather in groups for lunch and check out local restaurants. After work, we meet up for book club discussions, kettlebell workouts, cooking expeditions and volunteer opportunities. A board game over lunch gets a lot of laughs. We nurture our newbies over dim sum. The “Family Feud” game in a recent all-hands meeting brought the house down!
  7. Challenging assignments. We’re driven by fascinating assignments at fast-moving companies. Every company is at a different stage of growth, which we call the “business lifecycle.” What thrills us is the opportunity to put our strategic advice and technical skills into motion for a client’s success.
  8. Finance solutions that work. Since we’ve helped hundreds of companies through different types of finance situations over dozens of years, we bottled them up into proven “solutions” for our clients. Clients expect real results. We advise them on what’s needed and what to expect ahead, depending on their stage of the business lifecycle.
  9. A fresh, modern brand. Last year we overhauled our positioning, packaged up our solutions, and updated our logo, website and literature to better tell our story.
  10. Marvelous client ratings. Our clients give us 4.7 stars out of 5. Nice! There’s an appreciation and mutual respect that have built up over the years.
  11. In the thick of it. We’ve helped over 800 clients here in the bastion of innovation, Silicon Valley.
  12. Gratifying work. We love to sink our teeth in to get it done fast and right. A recent employee survey rated us very highly for efficiency. We feel that our work really matters.
  13. Our consultants have a life. This isn’t easy to find in finance in Silicon Valley with its notorious 70- or 80-hour a week corporate jobs. Let alone the politics! Our goal of a reliable schedule of exciting work still lets us parent our kids, tend to our garden, care for a loved one, climb a mountain or nurture our latest passion. We believe in real vacations, too. Time off is good for the soul. (As long as they tell us all about their adventures when they get back!)
  14. Amazing business partners. We play well with our friends and lob each other business opportunities that come along. We’ve set up hikes, bocce ball competitions and croquet tournaments for more bonding time with our trusted ecosystem of partners.
  15. Expansion into new markets. While deep into high tech and life sciences for decades, we have recently expanded into the private equity (PE) market and the cannabis market, too. In the PE market, we help with strategic and operational finance work at portfolio companies, and tackle the finance on large divestitures and other cosmic transitions. For cannabis companies, we calm the chaos by professionalizing their finances, lining them up with partners in our ecosystem, and helping some prepare for potential M&A and other deals.
  16. An established player. It takes real staying power to survive and thrive in Silicon Valley for a quarter century. The boom and bust has left many other companies in the dust. Not us!
  17. Openness and transparency. We share a lot and that builds trust. In employee surveys, we’ve been praised for our openness and the direction we are heading.
  18. Great team players. We’ve found we add more value when we have a multi-layered approach in teams. More strategic insights get shared, and we apply just the right skill set on projects.
  19. An expanded reach. A new flurry of hires live in Colorado, Montana, Washington and other U.S. states. Plus, we hired two finance pros in Malaysia. Great talent is everywhere! In today’s world of anytime, anywhere remote computing, it’s all possible.
  20. Fully engaged. We participate in internal teams, take on special projects and keep new initiatives rolling. Our quarterly all-hands meetings, cocktail parties, group lunches and holiday parties are some of the many ways we stay engaged here at RoseRyan.
  21. Applause for women in leadership. We ranked #1 in the nation’s MOVE award for women in leadership, when it comes to female equity and accounting firms. That says it all.
  22. Award-winning. Gosh, we’re blushing. Among other honors, we’ve been recognized as a Top Workplace by The Bay Area News Group for four years running.
  23. Contagious generosity. We help each other out a lot, because that’s our nature, and we also help our community. We’ve enjoyed volunteer activities, whether it is tutoring kids in reading, donating school supplies or sorting thousands of oranges at the food bank.
  24. We focus on the long haul. We love working with clients and partners, and really focus on forging lasting relationships that work.
  25. We’re hiring! It’s a tough market in the Bay Area, but we’re continuing to attract high caliber talent. See our latest job listings to see if you’d like to join us.

Check out our photo gallery for our 25 year celebration to see how we roll.

Sound like your kind of place? We’re always on the lookout for talent—full-time and part-time positions are available. So, if you like what we’re about—and you have the right stuff—contact Michelle Hickam or call her at 510.456.3056 x134.

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Small businesses targeted by phishing scams are more likely to get bitten

Cyber scammers have upped their game. The emails they send out to trick people into turning over confidential info (like usernames and account numbers) look more legit than ever. And the messages have become more sophisticated and more targeted, making busy professionals especially vulnerable.

But here’s the thing: Everyone seems to think they wouldn’t fall for a phishing email—a fraudulent message that seems reputable on the surface. We work with many small businesses that figure they’re an unlikely target, when hackers could go after bigger businesses with bigger bank accounts.

The fact is, though, small businesses are prime targets for phishing scams. Here’s why: They have smaller staffs and their processes tend to be less formal than that of larger companies. This increases the odds that an employee of a small business inadvertently responds to an email con in haste. And, in a sense, small businesses have more to lose—they cannot easily absorb mistakes that affect their bank accounts.

To minimize the risk, small businesses need to be vigilant and aware of what’s going on—and keep their employees educated about what to look out for and how to react. In particular, they need to implement internal controls to avoid falling prey to phishing schemes.

In the phishing crosshairs
Phishing through mass emails isn’t new, but incidents of “spear phishing”—carefully crafted messages sent to an individual or business—are rising. In 2016, spear-phishing scams went after more than 400 businesses every day, according to a recent report from Symantec (a RoseRyan client). And small businesses were a key target: 1 in 2,897 emails received by companies with fewer than 250 employees was a phishing attempt, the report said.

Effective phishing emails look like others you might receive in your inbox. They appear to come from someone you trust—your favorite ecommerce retailer, your accounting software provider, your bank or the head of the company.

Last February, for example, payroll and HR departments received emails asking for W-2 information. The emails read like internal requests from a senior executive but were actually sent by outside scammers. Unfortunately, some companies fell for it and unwittingly sent out sensitive information about their employees—and also wired out thousands of dollars. “This is one of the most dangerous email phishing scams we’ve seen in a long time.” IRS Commissioner John Koskinen said.

How to avoid taking the bait
Be sure phishing emails remain a nuisance rather than a nightmare by putting processes in place that prevent employees from falling for them. We recommend keeping in mind these 3Cs for curbing cybersecurity risks: cyber awareness, controls and culture.

Cyber awareness: Without a dedicated IT department, small companies have to take it upon themselves to keep informed about the latest threats. Reach out to trusted advisers who can keep you apprised of cybersecurity trends and scams. They can provide guidance on new tools, such as password managers and anti-phishing software, that can help minimize the risk. And such experts can provide best practices, alerts and updates for protecting the company.

Also regularly remind employees to use caution with emails, when visiting websites and interacting on social media. It’s better to pause and question a message—and verify its request through other means (like a phone call), than to hand over the keys to the castle (such as a password typed into a fake website).

Controls
: Internal controls help protect companies and the employees who oversee the finances and sensitive information. Proper processes can guide employees when it’s time to share data—you can put restrictions over who exactly gets access to certain types of information and who needs to sign off on transfers of a certain amount, for example.

What protocols exist, if any, around how employees access company files on their mobile devices, and how are those devices protected if they get left behind? Do they have two-factor authentication enabled on all accounts they access at work? Should you limit the use of USBs? Should you set up rules around who and how certain information (like W-2 data) is shared? Would it make sense to limit what sites employees access while at work (social media can be privy to phishing scams)?

A focus on controls goes beyond the inside walls of the company. Reach out for assurance from any service providers you use that they have proper controls as well—and will keep your information, including those of your clients’ and employees’, safe. Always know how third parties will use and protect your data.

Culture: When a company is made up of employees who communicate often and freely, they also feel comfortable questioning each other if, say, an email—even from the CEO—doesn’t seem quite right.

Companies that think they’re too small to be a target of phishing scams are off the mark. Businesses of all sizes need to be cautious of the risks, across all areas of the organization. Outside experts who understand small business can help you stay on top of the risks and build a fortress for keeping the company as protected as possible.

Diana Sayre has a soft spot for small businesses in Silicon Valley. Her strengths include operational accounting, budgeting, financial statements, audits and back office support. Previous clients she’s worked for include Box.com, Ceterix and Hydronovation.

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Year-end checklist for finance teams—10 ways to end the year right

The exciting month of December offers a paradox to finance teams. They’re in retrospective mode while also planning for the year ahead. And they’re super busy while hoping to use up any leftover vacation days before the year ends.

Our finance dream team powers through it with some smart planning, to-do lists and the occasional eggnog. Here are a few of the items that finance leaders need to check off this time of year:

Get going on analyzing what you have: Are you set up for impairment analysis? If you haven’t yet identified indicators that could affect your asset valuation, you’re entering the no-excuses zone.

Reflect on your company’s viability: This is also the time you should be ready to assess—and record—your company’s ability to continue as a going concern.

Check in on your vendors: By now you should have access to SOC 1 reports from your third-party providers. Be sure to review what they say about their financial-related controls to consider any adverse impact on your internal controls.

See where you are with recognizing revenue: With all the attention and focus going toward adopting ASC 606, a review of current-year revenue transactions may be overdue. Don’t forget to make sure you’ve kept up to date with documentation around large and unusual transactions over the past year.

Review your progress: As for the new revenue recognition standard, by now you should have well-documented implementation plans, robust testing of systems changes, and a process and information for dual-reporting disclosures. This information is not only required in 10-Ks, but auditors will be really interested to see what companies have to say here. In an alert in October, the Public Company Accounting Oversight Board specifically told auditors to look carefully at what management reports in disclosures and footnotes around their implementation efforts. (This will likely still be an area of focus for the PCAOB even as it transitions to a new board and chairman in 2018.)

Look carefully at stock-based comp: Take a microscope to your equity records. This is about the time when accounting teams tend to get wind of option modifications made without their input. You should also look out for data-entry mistakes (they’re more common than you think!) and any missing paperwork.

Remember your auditors: Any preparation you can do for the upcoming audit will save time and stress later. At this point, you could request the client assistance schedule and start thinking about how you will gather the necessary documents when the time comes. If it’s your company’s very first audit or your first time with a particular firm, you may need to set aside time for educating the auditors about your business.

Reconcile for real: Maybe you’ve been naughty all year by letting reconciliations lag and now’s the time to catch up. Or perhaps you’ve been nice and it’s time to tidy up by reviewing current reconciliations to resolve any issues by the 31st.

Check in on budgets: If you take a “use it or lose it” approach to budgets, some leaders in the company may be buzzing about how they’re going to use theirs up. Reach out with reminders that expense reports need to be submitted on time, and consider whether some teams could carry over their unused budget for more careful spending next year. You don’t want any rash purchases in the waning weeks of 2017.

Know when you need help: This busy time can reveal cracks in the system. Projects that stretch the abilities of staff—or burn them out—often result in errors and missed deadlines. Folding in specialized expertise to take on a one-time transaction (like preparing for the audit) or to help the team get through a busy time is a smart way of efficiently filling a gap and starting the new year off right.

Make your way through this list, and you’ll finish the year on the right foot!

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4 companies make the right moves along the business lifecycle

Every company is at a different stage along the business lifecycle. Some companies have just started out, some are surging forward, some are growing organically and others are fighting against fierce competition.

Where is your company along the lifecycle? It’s important to know so that you can be ready to take on the challenges and opportunities as they come up. RoseRyan has observed after working with hundreds of companies that there are four unique stages:

  • Start: Building the backbone of the business from scratch
  • Grow: Scaling and growing the business
  • Expand: Transforming the business through IPO or acquisitions
  • Evolve: Managing the enterprise through a directional change or other obstacle

Predict ahead
Every new stage along the lifecycle brings on a need for more robust resources or a recalibration. It could involve growing rapidly while attempting to scale for future needs. Or laying the groundwork for an IPO. Or deciding to fold in another company and their team of talent and systems, or needing to scale back and center the company on their core competencies.

Navigating the right financial decisions involves self-awareness-and recognizing where the company is in its journey. “Growth companies and mature businesses require very different operating strategies,” a Harvard Business Review article rightfully noted earlier this year. “Many companies that excel at growth lack the capabilities to make the switch.”

Make the right moves
The fast-moving companies we work with in and around Silicon Valley have reached out to us during critical times in their lifecycle. They’ve needed some guidance. A helping hand. To fill a gap. Or a one-time tackle of a tough situation. If your business starts to take off, it might be a good idea to start review monitoring. You need to know what your customers are saying about your product or service, find out what you can do better, or what you need to keep doing.

Here are four fast case studies of companies in different stages of the business lifecycle, with a particular obstacle they overcame. Depending on your company’s current stage, their lessons learned could help you set your course for a strong future.

A startup needed CFO advice
Usually lean on resources, startups need all hands on deck. For one of our small business clients, this became a noticeable issue when their finance workload was bursting at the seams. Key players wanted to focus on advancing the business, but the needs in finance were pulling their attention away. We actually hired quickfee, a finance company who were really helpful!

They made the right call by asking for help. Our finance pro shared CFO-level insights to help the fledgling finance function run smoothly, and make it so management could direct their attention on crucial strategic decisions. (Read more: “Helping a startup navigate early-stage growing pains.”)

Midsize company navigated rapid growth
How to keep growth momentum going without falling off the rails? The second stage is all about fast growth and how to manage it well. A midsize private company was on the brink of rapid growth and needed a firmer grip on their financial future.

Our interim finance ace set them up with predictive financial models and provided decision-making support for their entire organization, enabling revenue to climb six-fold over two years. (Read more: “Growing from bootstrap startup to big-time player.”)

Tech company prepped for their IPO
It’s a whole new world when an IPO beckons. The third stage of the business lifecycle is that transformative time through going public, making an acquisition or setting up to be acquired. A midsize tech company wanted to get through their IPO, and knew they needed serious expertise to pull it off.

Our finance dream team brought their SEC compliance skills and strategic thinking in order to minimize comments from the regulator and ensure a successful market entry. (Read more: “Sailing through tricky IPO waters and new SEC regs.”)

Enterprise needed a spinoff
As companies evolve, so do the complexities. An international public company turned to us when they were about to make a big change. They needed to carve out a subsidiary as a separate public company that would be based in the U.S. What would the new company look like, and how much would it resemble the past? The result: a newly minted company that could stand its own. (Read more: “Spinning off a cleantech company.”)

When you know the four stages of the business lifecycle, you can better predict and navigate your financial challenges. As RoseRyan CEO Kathy Ryan recently wrote, “Knowing where a company lies along the lifecycle is critical for truly understanding its current and future finance needs.”

Is it time to put the mirror up to your organization? Download our “Navigating the business lifecycle” report, and reach out to us to see if your company is on track.

Taking companies further, faster—and a fresh new look!

Every once in a while you need a makeover. Companies need it to keep relevant in an ever-changing marketplace. Today is the day for us. We’ve taken a fresh new look at expressing how we help companies in and around Silicon Valley go further, faster with great finance.

Acing their milestones and bringing them to the next level is what we’re all about. And now we’ve better articulated the finance solutions they need to get through the challenging times. We’ve fine-tuned our messaging and refreshed our identity to express more clearly who we are and how we stand apart. Check it out.

Time for a change

In Silicon Valley’s fast-paced, boom-or-bust environment, you have to nail it to stay ahead. We interviewed clients, partners and experts alike to find out what really makes us special. And we wove that feedback into our new messaging.

Here’s what we found out: We’re viewed as a set of finance pros who know the pain points of fast-moving companies, as we have seen and done it hundreds of times. Our experts offer strategic advice, as well as roll-up-the-sleeves attitudes and abilities to get the job done. We help companies get into the fast lane, as we can predict what they will face at any stage of the business lifecycle.

Besides more clearly defining our services, we’ve also refreshed our entire identity and look and feel. Bigger and bolder, our new logo, website, documents and other marketing materials reflect our modern way of thinking. It’s a major makeover that relates much better to our clients and prospects, as we’re speaking their language.

The business lifecycle

RoseRyan helps companies become more successful. Whether they’re advancing to the next stage in the business lifecycle or they hit a stumbling block and need some assistance, we’re right there when they need it.

We hit the ground running with:

A power pack of finance solutions: We bring in the right solution at the right time for the situation at hand. And we help companies of all sizes tackle launch and startup, growth spurts, corporate governance, strategic projects and talent gaps.

A great Silicon Valley finance team: Smart and efficient, our dream team operates at the same quick pace as the fast-moving companies we help. We intimately know the drivers and issues of Silicon Valley companies, so we’re always prepared to jump in to get the job done.

Expertise and insights: Great finance involves constant updates of skills and knowledge (anyone with an CPA knows that). Our pros are life-long learners who lean on each other if they ever get stumped. We love to help clients and prospects with continual communications, ongoing guidance, lunch-and-learns, webinars and intelligence reports. All channels are open.

The companies we help with great finance are in constant motion, moving quickly toward their goals. So are we. The market is dynamic and shape-shifting all the time. So are we. The key is to continue to articulate your value in new and relevant ways to the audiences you care about the most.

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Round of applause for these fast-moving companies meeting major milestones

Every company has a unique journey. They move super-quick at times and then slow down to make their way over obstacles. All the while, they’re chasing after certain milestones that keep them moving forward.

Anytime they reach a milestone—a hard-won funding need, a transformative transaction like an IPO or acquisition, or a strategic shift—it’s a notch toward the next stage in their lifecycle. As finance and accounting consultants who work alongside some of the most exciting, fast-moving companies in and around Silicon Valley, we love when these great moments happen.

Fortunately many of our clients have had recent reasons to celebrate noteworthy achievements. These are just some of the recent wins these fast-moving companies have scored along their journey. Congrats!

AIMMUNE THERAPEUTICS

Our Brisbane client is making strides in their quest to treat peanut allergies. In May, the biopharmaceutical company announced a patient has enrolled in the third phase clinical trial for their investigational biologic product.

INFOWORKS.IO

In San Jose, data warehousing company Infoworks.io closed $15 million in Series B financing. They plan to use the funds to scale go-to-market and customer success programs. Smart thinking!

NEMUS BIOSCIENCE

For this Costa Mesa company, $20 million in proceeds from a recent sale of Series E preferred stock will go toward the continued development of cannabis-based therapeutics that could alleviate certain medical conditions. (Learn more about Nemus with our project profile, “Remote accounting aces for Nemus Bioscience.”)

NOVABAY PHARMACEUTICALS

This Emeryville biopharmaceutical company will have access to more investors because of their inclusion in the Russell Microcap Index. They’re in the process of commercializing Avenova, an eye-care product.

OUTSET MEDICAL

This medical device company in San Jose recently landed $76.5 million in Series C funding. They are scaling up for the commercial launch of their dialysis system.

QUOTIENT TECHNOLOGY

It’s a done deal for this Mountain View media and analytics company after they completed the acquisition of mobile marketing and advertising company Cris Media. They have their eyes on what is predicted to become a $19 billion shopper marketing market by 2020.

STARLEAF

Our Sunnyvale client raised $40 million in funding to support their accelerating growth in the enterprise video conferencing and calling services market. 

VINETI

This San Francisco company secured $13.75 million in Series A funding for a software platform that eases and facilitates access to life-saving cell therapies.

It’s always thrilling to help smart, innovative companies as they make their mark, meet their milestones and advance in their journey. Congratulations to these fast-moving companies!