Why Accounting For Real Estate Agents is So Important

Scrubbed

Scrubbed

Why Accounting For Real Estate Agents is So Important

You studied hard to pass the Sales Persons’ or Brokers’ course. You got your license and now you’re in business. Except, you don’t know anything about accounting for real estate agents!


Don’t panic. Here’s a quick guide that will get you started in the right direction.


SHOULD YOU HIRE AN ACCOUNTANT?

The simple answer is yes, as soon as possible. An accountant can help you get organized about things that happen over time. So the sooner you get squared away, the greater the rewards will be in the long run.


There are many terrific reasons for hiring an accountant. Starting from the beginning, an accountant can help you develop a business plan.


You may think that real estate is a kind of “typical business” where you already know the business plan. You might think that your broker is going to just tell you what to do. There is some truth to both of these statements, but you had better not bank on it!


As a real estate professional, there are all kinds of different business plans. You could focus on a particular area or a particular kind of media. Are you in residential real estate, commercial or timeshares?


In any case, there will be different requirements and different tax implications for different business plans. Your accountant can help you design the best technical business plan for your approach. This should be one of your first steps before you actually start making transactions out in the wild. Utilizing technical accounting support early on can ensure your financial foundation is strong and aligned with regulatory standards.


KEY COMPONENTS OF A REAL ESTATE BUSINESS PLAN

Even if you are a first-year sales agent, you should create a business plan. Your accountant* will help you do it. Create the business plan according to typical standards for a small business.


In other words, call a section the “Executive Summary.” Not “Strategic Plan” or anything else. The specific phrase Executive Summary will be expected whenever a professional looks at your business plan.


There are many resources on the internet to help you create a business plan. It’s pretty standardized, and you don’t need to look at resources specific to real estate. You are a “small business,” and information in that general category applies to you.


Here are the typical parts of a real estate business plan.


Executive Summary

The executive summary is a short summary of the rest of the business plan. Describe who you are and what kind of business you are in, what kind of real estate you are doing (commercial, residential, etc.), your mission or vision statement, the reason you are making a business plan, and the company name and location plus your specific relationship to the company (are you an agent, an owner, or an affiliate?).


Company Description

If you do not own the company–for instance, if you are a sales agent–make that very clear in this section.


Products and Services

What kind of real estate business are you in? How do you collect money from the client? Do you offer escrow?


Market Analysis

Explain the market you plan on selling in. Do you plan on selling in a specific geographic area? What is the demographic breakdown of the area you plan to sell?


What are the schools like in those areas? What have been the recent price differentials in that area, and compare all that data to national and historical trends. Be sure to do your homework.


Strategy and Implementation

How are you going to execute your plan? What kinds of commissions do you plan on charging the client? How are those commissions broken down?


What are your expenses going to be? How do you plan on paying for those expenses?


Organization and Management Team

Who is on your team? Don’t include people in this section without their explicit permission.


Financial Plan and Projections

How much money do you need to operate for the next year? Where do you plan on getting that money?


What if sales are worse than expected, and costs are higher than expected? What sales volume do you need to make, to not go broke?


YOUR LAWYER AND YOUR ACCOUNTANT ARE A TEAM

There are many situations when lawyers and accountants are actually part of a team. This is a service large firms and small partnerships offer. But you can make your own team as most lawyers have no problem working with most accountants.


This is another reason to handle your real estate broker accounting early on in your business’s development. Get a lawyer and get an accountant, give them each other’s phone number. They can coordinate with each other and often good things can happen, even for a small business.


Both of these professionals can offer advice on what kind of legal your business should become. If you’re a sales agent, you’re generally considered a 1099 contractor. If you’re setting up a brokerage, it can be an LLC or even a legal corporation.


The bottom line is that you want the right hand talking to the left hand. Get your lawyer and your accountant together on the phone at least, so that they both know what the other is doing.


SOFTWARE

A huge part of bookkeeping for real estate is the software that you use. This can either make your life a breeze or a nightmare so choose wisely. Once again, this is something a real-life accountant can advise you on. Think this through up front and you will compound the benefits gained from using good software.


Good software integrates directly with your financial institution and your accounting system. There are many systems on the market that all basically do the same thing. One good solution is to find an accountant first and go with the software package they are familiar with.


Be aware that many commercial platforms for small business have “extensions” or “plugins” that are specifically for real estate professionals. Check with your provider to see if something like that is available on your platform.


Realtyzam

Realtyzam is a cloud-based real estate accounting software platform specifically designed for the real estate business. It comes setup already with templates for listing fees, brokers fees, commissions and other popular real estate transactions.


Realtyzam is available for Android and iOS and both desktop and mobile-based devices. There is no flat fee as it’s a monthly subscription fee pay model.


Xero

Xero is a cloud-based account platform that allows you to manage and integrate your accounts remotely from anywhere. This is one of the best programs for real estate professionals because it links directly with your accountant’s software. If you have an expense, you just enter it once, and it’s done.


This is a big time saver. You don’t need to consolidate anything at the end of the year, it’s already entered and shipped right over to your accountant. They take the data and collect it for your tax returns.


Another great feature of Xero is that you can use Quickbooks with it. You don’t have to, the Xero platform has everything you need, but if you’re already on Quickbooks, no problem. There is a handy import tool that can handle any kind of standard input.


Xero is a monthly service as well. Ask if your accountant can offer a free subscription to Xero.


Quickbooks Self Employed

If you are a sales agent, you may not need all the complex tools available in products like Xero. Quickbooks Self Employed is a great bookkeeping package that helps you keep personal and business expenses separate, and generate reports and tax forms at the end of the year.


This is a simpler type of package, and you can do this if you have an accountant or not.


BOOKKEEPING

Real estate agent bookkeeping is a relatively straightforward process. You’re not reinventing the wheel, you’re employing a tried and tested business model. That’s why it’s important to get advice from an experienced professional.


It’s really a factor of how big an organization you are developing is, which will determine if you need a full-time bookkeeper or not.


The general rule for real estate is a company of ten people or more needs a full-time bookkeeper. Less than that, and you can get away with only using digital products.


You have to keep track of your expenses and costs. The easiest way to do this is to develop a system to record everything, and then just commit to using it. You could collect physical receipts or you can collect them using some kind of software, it’s up to you.


Your software suite will integrate with your accounting software and create a pretty good bookkeeping platform, especially for a very small business.


ACCOUNTING FOR REAL ESTATE AGENTS

Get yourself straightened out in the beginning, and you’ll do great in your real estate business. Accounting for real estate agents isn’t much different than accounting for any small business, but it’s different enough that you need experienced representation to make progress. Many accounting firms that support real estate professionals also specialize in nonprofit financial reporting, which requires a similar level of technical precision and compliance awareness, so choosing the right partner ensures you’re covered on all fronts.


By streamlining your new accounting process, you can get back to doing what you do best: selling real estate! Check out our blog for more information on small business accounting.

Related Content

Blogs

Practical AI: How Scrubbed Professionals Built Solutions for Everyday Bottlenecks

Practical AI: How Scrubbed Professionals Built Solutions for Everyday Bottlenecks

During the inaugural Scrubbed Workflow Hackathon, 66 professionals built practical, secure AI prototypes to resolve the exact operational friction points they face daily. By equipping our teams to systematically address routine bottlenecks, we reduce manual rework and preserve critical bandwidth. On July 15, 2026, 66 Scrubbed professionals gathered on-site at Scrubbed Tech Center for the inaugural Scrubbed Workflow Hackathon. Led by Kendrick Kho , Scrubbed’s Chief AI Officer, the one-day internal learning workshop challenged teams to step away from their standard routines and apply artificial intelligence to the daily friction points they encounter. The objective was highly practical: identify a recurring, time-consuming process or task, and build a working AI solution to fix it. To ensure these proof-of-concept solutions were viable for actual finance operations, teams were evaluated against a rigorous 25-point scoring framework. Judges assessed the prototypes not just on technical capability, but on their ability to solve real workflow pain points and deliver measurable business value. The evaluation placed significant weight on practical implementation, including workflow completeness, scalability, and strict data security guardrails. Ultimately, the strongest innovations were those grounded in real, everyday challenges and designed by people who understand these workflows firsthand. Here is a closer look at the winning prototypes and the teams behind them. 1st Place: FSG Connect Hub Team 3 – Functional Support Group (FSG)   Members: Christian Ponce, Carmela Therese Lagman, Ruth Angela Dela Cruz, David Justin Tinio, Catherine Louise Vitug Mentor: Dovie Mayores The Challenge Navigating internal support often involves guesswork. Employees frequently know they need assistance, whether it involves HR, payroll, IT support, or marketing. But they often spend unnecessary time figuring out exactly which department handles the request, leading to multiple redirects and delays. The Solution Team 3 developed the FSG Connect Hub, an AI-powered internal directory and service portal. Instead of requiring employees to memorize organizational structures, the hub was designed to allow users to ask questions naturally. The AI engine guides them directly to the correct team, service, or resource. By consolidating a service catalog and knowledge base into a single, intuitive interface, the tool demonstrated how to eliminate the typical endless loop of internal inquiries. When our professionals spend less time navigating internal administrative hurdles, they preserve their bandwidth for what matters most: accelerating financial execution and maintaining steady, reliable client delivery.  Key Takeaway from the Team " Innovation does not always have to come from solving highly complex problems. Sometimes the greatest impact comes from improving everyday experiences and removing friction from common processes. " 2nd Place: Rec 'N' Roll Team 10 – Technical Consultancy and Client Accounting Services (TCCAS)   Members:  Dexter Ayson, Kimberly Claire Manalili, Christian Dhey Usi, Angel Lou Ruiz Mentor : Kenji Canapi The Challenge Cash reconciliation is a universal pain point in the accounting industry. It requires highly manual, line-by-line checks to match bank transactions with ledger entries, which drains time and increases the likelihood of human error. The Solution Team 10 built Rec 'N' Roll, an AI-powered dual-ledger credit card and bank reconciliation tool. The prototype leverages AI to cross-reference bank feeds with internal records in seconds, effectively handling date mismatches, transposition errors, and fuzzy description matching. To combat task fatigue, the team integrated user-experience features: a "Rec 'N' Roll" mode, a "Cheer Me Up" button, and a mini-game designed to help users maintain focus and accuracy during high-volume reconciliation periods. Key Takeaway from the Team " Workflow automation isn't just about moving data from point A to point B; it's about giving the user the tools, the clear insights, and the mental bandwidth... to make better decisions, faster. " 3rd Place: Financial Package Generator & InvoiceIQ Because the competition was tight, two teams secured 3rd place by tackling different, yet equally critical, data entry bottlenecks. (Note: Because both of these workflows involve parsing sensitive financial information like Trial Balances and invoices, all AI testing and prototyping were conducted within strict, secure data guardrails to protect client confidentiality and ensure safe-use compliance.) Team 6 – Sector Accounting Team 1 (Financial Package Generator) Members:  Victorina Leonila Mae Santos, Stephanie Nicolle Vital, Karla Joy Rombaoa, Trisha Nicole Magcalas Mentor : John Christian Donato The Challenge Preparing monthly management reports is notoriously tedious. Exporting massive Trial Balances (TB) from various accounting systems and manually structuring the data in Excel frequently causes system lag, stretching a single client report preparation to 3–4 hours. The Solution The team developed the Financial Package Generator, a two-step AI workflow designed to eliminate manual data formatting entirely. The tool automatically digests raw TB exports and maps them into standardized P&L reporting formats. Furthermore, it utilizes AI to identify Month-over-Month (MoM) variances and to draft preliminary commentary on revenue shifts and expense spikes. This allows preparers to shift their focus from raw data assembly to strategic review and margin evaluation. Key Takeaway from the Team " AI is an accelerator, not a replacement for domain expertise. AI provided the engine to automate data parsing and initial drafting, but our accounting background was vital to guide the prompts, set the logical rules, and validate the output. " Team 13 – Sector Accounting Team  5 (InvoiceIQ) Members:  Aimee Marie Lugtu, Thea Louise Mirasol, Hercel Mae Muñoz, Rachelle Ann Romero Mentor : Kris Santiago The Challenge Finance teams spend countless hours manually reading PDF invoices, extracting dates and amounts, and looking up General Ledger (GL) codes. Traditional OCR systems frequently struggle with complex layouts and contextual mapping.   The Solution The team mocked up InvoiceIQ, an AI-powered document parsing and bookkeeping tool.  Instead of just reading text, the AI was programmed to understand the business purpose behind each line item, extracting verbatim descriptions and intelligently mapping them directly to a company’s Chart of Accounts to generate structured, Google Sheets–ready CSV reports.  Key Takeaway from the Team  " We learned that clear problem definition and precise instructions are far more critical than complex code. Building effective AI solutions is about acting as an architect—giving the model unambiguous layout constraints, strict field boundaries, and concise context yields far better results than trying to over-engineer a complex system. " Looking Forward The first Scrubbed AI Workflow Hackathon proved a vital operational theory for modern businesses: the most effective technological advancements are those driven by user-centric design.  For Kendrick Kho, who led the event, it was a test of what happens when finance teams are asked to cultivate brand-new technical skills with minimal hands-on coaching. The results far exceeded expectations, successfully hitting three major operational outcomes: producing at least one prototype ready for official development by the tech team, proving to Scrubbed leadership that this training yields tangible ROI, and sparking a new culture of building among the staff. So, what comes next? The vision for the Hackathon program is to expand both its reach and complexity. Across the organization, the goal is to cultivate "citizen developers" at every level and within every group. While this inaugural event focused on the fundamentals of building for non-coders, future iterations will shift toward "Building AI for Non-Coders"—incorporating more advanced technologies into exactly what our teams are capable of creating. By equipping professionals with AI tools to solve the exact bottlenecks they face, Scrubbed aims to drastically reduce manual labor, minimize errors, and create more bandwidth for high-level financial analysis. Key Takeaways: When finance starts consuming more time than it should, it is usually a sign the execution layer needs support, which our professionals addressed by proactively building AI prototypes to resolve their exact daily bottlenecks. Because strong execution should reduce pressure rather than add to it, all AI testing was conducted within strict data guardrails to protect client confidentiality and maintain operational rigor. Recognizing that data is only as reliable as the system and team that generates it, these AI accelerators rely entirely on our professionals' domain expertise to guide the rules and validate the outputs. By systematically automating routine reconciliation and internal routing, our teams reduce manual rework and give leaders back time, focus, and confidence.

Read More >
Blogs

How to Scale a Fractional CFO Practice: Infrastructure, AI, and Execution

How to Scale a Fractional CFO Practice: Infrastructure, AI, and Execution

Fractional CFOs scale by separating strategy from daily execution. At the CFO Leadership Conference in Boston, panelists outlined the model: a three-part team structure, AI tools for repetitive analysis, and strict scope boundaries. The common thread is that strategic capacity depends on reliable accounting operations underneath it. Fractional CFOs operate in a fundamentally different model, balancing multiple clients and shifting priorities without the benefit of deep organizational embedding. You are hired to provide altitude, clarity, and rapid impact. But when a client lacks a mature finance operation, that executive focus is quickly consumed by operational cleanup. This exact tension took center stage at the CFO Leadership Conference in Boston. During our morning panel discussion, The Multi-Business Executive: How Fractional CFOs Scale Leadership Across Clients , moderated by Scrubbed’s Accounting Director Arian David, Triangle Coffee founder and fractional CFO Ottavio Siani and Scrubbed’s CFO Aira Pineda detailed how fractional CFOs build capacity to avoid this operational trap. They mapped out the real-world infrastructure and AI practices required to support multiple fast-moving client environments. Here are the operational realities shared in the room. The Infrastructure Blueprint for Scaling a Fractional CFO Practice A primary challenge for scaling organizations is the gap between strategic desires and foundational accuracy. Volume increases faster than structure, and founders frequently bottleneck their own operations by micromanaging the finance function. As Aira shared with the room, stepping into a fractional role often means untangling founder-led accounting and directly telling the CEO, "you're not supposed to do this". Once leaders step back from the daily execution, "suddenly they have time" to actually focus on growing their business. Successful practitioners build a deliberate team architecture to handle the volume. To build a sustainable infrastructure, Ottavio explained that a fractional CFO setup requires three key elements: A fractional CFO to provide strategic direction. A trusted internal employee to manage sensitive operational context. An external accounting firm to run the daily numbers. This structure prevents the CFO from becoming the operational bottleneck. Read: Are Fractional CFOs the Future for Growing Companies? Navigating Risk in Founder-Led Environments The most pointed friction in a fractional role often comes from enforcing structure. During the session, an audience member challenged the panel on how to balance strict risk controls with the commercial reality of working for independent founders who operate as the "gods of their own businesses". Aira addressed this tension directly, clarifying that operational controls and commercial growth do not have to collide.  "I don't think it's contradictory, to be honest. I think it's complementary," she explained.   "I think you make better decisions as a CFO, having kind of just at the back of your mind that risk mindset." Taking calculated risks is necessary to create shareholder value. However, a fractional CFO can only support that aggressive growth when the foundational accounting operations are secure enough to absorb the complexity. Building Fractional CFO Capacity with AI Tools Technology accelerates this architecture when carefully managed. Ottavio shared how he uses Claude to generate monthly financial statement analyses based on tested templates, reducing a repetitive task to minutes. Arian detailed using Claude to abstract private equity contracts, while Aira highlighted using NotebookLM to summarize 50-page forensic documents. However, systems create results, but human professionals must validate them. Aira illustrated the danger of false confidence by testing a complex revenue recognition issue across Claude, Gemini, and ChatGPT. Although all three models provided the exact same answer, they failed the final human review when  "A big CPA firm comes and says, no, that's not the accounting treatment." Designing Aligned Execution and Preventing Scope Creep Growth adds complexity. Strong execution ensures that complexity remains manageable. When fractional leaders possess a reliable accounting layer, closes become predictable and strategic conversations gain traction. Without this layer, scope creep inevitably takes over. "I think a challenge with being a fractional CFO is having to limit your scope, right?" Ottavio noted. "I typically dedicate like a day a week, and I need to keep myself from spending too much time outside of the original scope that we, we agreed upon, so that I can make sure that I'm kind of meeting all my clients". Key Takeaways: A sustainable fractional CFO practice separates strategy from execution: the CFO, a trusted internal employee, and an external accounting team each hold a distinct role. Founders bottleneck their own operations by staying in the daily accounting. Helping them step back frees time for growth. Risk mindset and commercial growth are complementary. Calculated risks require stable accounting operations underneath them. AI tools like Claude and NotebookLM compress repetitive analysis from weeks to minutes, but experienced professionals must verify every output against source documents. Scope discipline holds only when a reliable accounting layer runs the day-to-day work. About the Panelists Arian David | Accounting Director, Scrubbed  Arian serves as the Accounting Director for Retail and Distribution at Scrubbed. She brings over 12 years of specialized execution experience managing complex accounting operations across the distribution, e-commerce, and retail sectors.  Aira Pineda | CFO, Scrubbed  Aira directs financial strategy and operations as the Chief Financial Officer at Scrubbed. She brings over a decade of hands-on experience operating as a fractional CFO for small to medium-sized enterprises. Ottavio Siani | Fractional CFO & Founder, Triangle Coffee  Ottavio is the founder of Triangle Coffee, a multi-location café business operating in Boston and Washington, D.C. As an active fractional CFO, he advises a portfolio of clients, including Hon, CN Naturals, and Port of Mocha, on building and restructuring finance teams. 

Read More >
Blogs

Scaling Your Finance Function: When to Hire a Fractional Finance Team

Scaling Your Finance Function: When to Hire a Fractional Finance Team

As noted at the CFO Leadership Conference, volume often outpaces structure, quietly straining finance execution. To scale capacity, growing companies can integrate partner-led finance teams anchored by an internal liaison. By taking responsibility for this daily execution, these professionals restore predictable reporting and give leaders their focus back. For many middle-market companies, there is a distinct moment when the finance function shifts from supporting the business to struggling to keep up. Transaction volume increases. Deadlines tighten. The close starts taking longer, and reviews feel rushed. Internal teams spend more time fixing issues than moving forward. During our afternoon panel at the CFO Leadership Conference in Boston, How CFOs Use Fractional Talent to Scale the Finance Function, Triangle Coffee founder and Fractional CFO Ottavio Siani, Scrubbed’s CFO Aira Pineda, and Accounting Director Arian David unpacked a critical reality for growing organizations. Building a finance organization that can flex with the business requires deliberate structural choices. Here is a closer look at how to architect that structure by integrating partner-led finance teams. When to Hire: The 160-Hour Threshold Prompted by Arian to define the trigger point for bringing on fractional help, Scrubbed CFO Aira Pineda highlighted a practical threshold: evaluating whether a role truly demands a full-time, 160-hour-per-month commitment.  This evaluation is a cornerstone strategy for companies navigating new growth stages. Fast-moving projects often require immediate, specialized execution.  " Sometimes I need a project very quickly done, and I need someone experienced already ," Aira explained. " I don't want to go through the headache [of hiring full-time]. A fractional team just makes it faster for me. " Partner-led finance teams offer a cost-effective alternative to full-time hiring, providing the exact capacity needed without the overhead of onboarding. They take responsibility for the work behind your numbers, allowing the internal team to focus on strategic growth. Full-Time vs. Fractional Finance Team Comparison Feature Full-Time Finance Hire Fractional Finance Team Capacity Commitment Onboarding & Ramp Time Billing Model Specialization 160+ hours/month (Fixed) 60–90 days Annual Salary + Benefits + Equity Generalist execution Flexible / Scalable capacity Immediate deployment Flat Monthly Retainer Multi-disciplinary experts  Best Used For  Continuous daily operations  Fast growth, specialized projects, scaling The Architecture of Integration: The "Bridge" Person A fractional finance team cannot work effectively in isolation. Fractional CFO Ottavio Siani, who systematically leverages these exact structures across multiple ventures to scale his own executive leadership,  identified a critical requirement for successful integration: designating an internal "bridge" person. This full-time employee acts as the primary point of contact between the company and the fractional team. They do not need deep accounting expertise. Their value lies in providing internal context and answering day-to-day questions while the company operates.  When communication paths and responsibilities are clearly defined, fractional professionals can operate as an extension of the internal finance function rather than as a disconnected outside vendor. Best Practices for Integrating a Fractional Finance Team A fractional finance function only succeeds when it is treated as an integrated part of the business. The Standard of Accuracy : Accuracy is a non-negotiable requirement. As Aira noted during the panel discussion, "We work with numbers, and accuracy matters. If we end up, as a CFO, presenting a wrong number to our board... that is grounds for termination." Match the Billing Model to the Engagement : While hourly billing is common for initial testing, Ottavio strongly advocated for flat-fee models to maintain strategic alignment. "The problem with hourly billing is the company ends up being pretty precious with your time, and you'll often be held out of important meetings," Ottavio noted. "Retainer-based [billing] leads to a much healthier relationship." Demand Verified Data Controls (SOC 2) : Handing over financial workflows requires absolute trust. Middle market businesses must partner with CPA firms that maintain rigorous, verified controls, such as a SOC 2 audit, to guarantee data security. Scaling with Technology and Distributed Talent A fractional model also allows companies to broaden the talent pool available to the finance function. Distributed teams can provide access to specialized skills, additional coverage, and capacity that adjusts as the business changes. However, location alone does not determine whether the model will work. Quality depends on how the team is managed, how communication is structured, how the work is reviewed, and whether the provider understands the company’s accounting requirements and operating environment. Technology can further expand the team’s capacity. During the panel, Aira described analytics teams using AI-assisted tools to write Python code and process data more efficiently than manual Excel workflows would allow.  The value is not simply that the technology moves faster. It reduces repetitive work, so finance professionals can spend more time reviewing outputs, investigating exceptions, and applying judgment. Technology can accelerate the work. Accountability remains human. Building the Right Finance Structure Fractional support works best when it solves a defined structural need.  The company must still establish internal ownership. Responsibilities must be clear. Workflows must be documented. Review standards must be understood by both teams.  When those elements are in place, a fractional finance team can help the business: Add capacity without immediately adding permanent headcount. Access specialized expertise. Support periods of rapid growth or transition. Make the close and reporting process more predictable. Reduce pressure on internal finance leaders. Create a stronger foundation for future hiring. The objective is not to outsource responsibility. It is to build a finance function with the right capacity, expertise, and structure for the company’s current stage of growth. About the Panelists Arian David | Accounting Director, Scrubbed  Arian serves as the Accounting Director for Retail and Distribution at Scrubbed. She brings over 12 years of specialized execution experience managing complex accounting operations across the distribution, e-commerce, and retail sectors.  Aira Pineda | CFO, Scrubbed  Aira directs financial strategy and operations as the Chief Financial Officer at Scrubbed. She brings over a decade of hands-on experience operating as a fractional CFO for small to medium-sized enterprises. Ottavio Siani | Fractional CFO & Founder, Triangle Coffee  Ottavio is the founder of Triangle Coffee, a multi-location café business operating in Boston and Washington, D.C. As an active fractional CFO, he advises a portfolio of clients, including Hon, CN Naturals, and Port of Mocha, on building and restructuring finance teams. 

Read More >

Contact Information

SF Bay Area Headquarters
111 Anza Boulevard, Suite 320, Burlingame, CA 94010, United States

Phone: (800)837-5160
Email: [email protected]

"Scrubbed" is the brand name under which Scrubbed Advisory, LLC and Scrubbed Assurance, LLP provide professional services. Scrubbed Advisory, LLC and Scrubbed Assurance, LLP practice in an alternative practice structure in accordance with the AICPA Code of Professional Conduct and applicable law, regulations, and professional standards. Scrubbed Assurance, LLP is a licensed independent CPA firm that provides attest services to its clients, and Scrubbed Advisory, LLC provides tax, finance, and support services to its clients. Scrubbed Advisory, LLC is not a licensed CPA firm.

Copyright © Scrubbed. All rights reserved.