Financial planning team collaborating in a bright office

We Help Businesses Make Sense of Revenue They Haven't Earned Yet

Deferred revenue used to be a footnote. Now it shapes how your business is measured, trusted, and valued.

Once upon a time, businesses recorded money when it arrived and asked questions later. Today, accounting standards demand something more deliberate — a careful mapping of when revenue is truly earned, not merely received. That gap between receiving cash and recognizing it is where financial misstatements quietly take root. We exist to close that gap, walking you through the planning frameworks, schedule structures, and compliance considerations that turn deferred revenue from a liability into a well-managed asset on your books.

Standards-Grounded Planning Approach

Every recommendation we make is anchored in current Canadian and IFRS revenue recognition standards, not improvised workarounds.

Structured Schedules That Actually Hold Up

We build recognition schedules designed to survive an audit, a board review, or a due diligence process without revision.

A Collaborative, Not Transactional, Relationship

We treat your finance team as partners, not recipients — working alongside your people, not around them.

Long-Horizon Thinking for Complex Revenue Streams

Subscription models, multi-year contracts, and bundled arrangements each require their own planning logic — we bring all of it.

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Why We Built This Practice

Most accounting firms treat deferred revenue as a line item to reconcile at year-end. We saw something different — a planning problem hiding inside a compliance problem — and built our practice around solving it properly.

What You Can Expect to Work Through With Our Team

Identifying Performance Obligations in Your Contracts: Before any revenue can be deferred or recognized, the distinct performance obligations inside a contract must be clearly identified. We walk through your specific contract structures to map obligations with precision, because the definition of 'distinct' is narrower than most finance teams assume, and the consequences of getting it wrong cascade through every subsequent step.
Allocating Transaction Prices Across Multiple Deliverables: When a single contract bundles several promises — software access, onboarding support, and quarterly reviews, for instance — the total price must be allocated across each element using a defensible methodology. We help you establish that methodology and document it in a way that satisfies auditors without requiring a new explanation every reporting cycle.
Building Recognition Schedules That Match Delivery Patterns: Revenue recognized too early overstates income. Revenue deferred too long understates it. Neither outcome serves you. We design recognition schedules calibrated to your actual delivery timeline, whether that means straight-line amortization, milestone-based release, or a hybrid approach suited to your business model's particular rhythms.
Managing Contract Modifications and Variable Consideration: Real contracts get amended. Customers request scope changes, exercise options, or trigger performance bonuses. Each modification potentially restarts the recognition analysis. We prepare your team to handle these events consistently, applying a clear decision framework rather than making a fresh judgment call every time a contract changes shape.
Preparing for Disclosure and Financial Statement Presentation: Deferred revenue disclosures are among the most scrutinized notes in a financial statement package. We help you prepare disaggregated revenue disclosures, rollforward schedules, and remaining performance obligation narratives that communicate clearly to investors, lenders, and auditors without creating unintended commitments.

What Drives Our Work

We started this practice because we watched capable finance teams struggle with revenue recognition not from lack of effort, but from lack of a structured planning process. Our goal is to give every client a repeatable, auditor-ready framework that grows with their business — one that makes deferred revenue a source of confidence, not concern.

What Makes Our Approach Different From Standard Advisory

We specialize in exactly one corner of financial planning — the deferred revenue lifecycle — and we go deeper here than any generalist firm can. That focus means our frameworks are more refined, our pattern recognition sharper, and our ability to anticipate edge cases genuinely more reliable for businesses with complex, multi-period revenue arrangements.

What We Stand For

Four principles that shape every engagement, every schedule, and every recommendation we make.

Precision Over Speed

A recognition schedule built quickly and revised repeatedly costs more than one built carefully the first time. We take the time to get the underlying analysis right before anything else, because compounding errors in deferred revenue are notoriously difficult to unwind.

Radical Transparency

We explain our reasoning at every step — not to impress, but because you need to defend these positions to your auditors, board, and investors independently of us. Opacity in advisory relationships creates dependency; we prefer to build your team's understanding alongside the deliverable.

Genuine Client Partnership

We do not parachute in with a template and leave. We work alongside your finance function, learning your contract structures and business model deeply enough to anticipate problems before they surface in a closing process or audit inquiry.

Regulatory Seriousness

Standards change. Interpretations evolve. We track developments from the AcSB, IASB, and relevant CPA Canada guidance continuously, so that the frameworks we build for you remain current and defensible as the regulatory environment shifts around them.

The People Behind Your Revenue Recognition Plans

Margaret Osei-Bonsu, CPA, CA

Lead Revenue Recognition Advisor

Toronto, Ontario, Canada

«I spent a decade in public practice watching the same deferred revenue mistakes repeat across industries — not because the finance teams were careless, but because nobody had given them a clear planning structure to work from. That observation is what led me to build this practice around a single, solvable problem. When a client tells me their year-end close used to take three weeks of manual schedule reconciliation and now takes three days, that is the outcome I come to work for. The details matter enormously in this work, and I find genuine satisfaction in getting them right.»

Daniel Ferreira, CPA, CGA

Senior Planning Specialist, Multi-Year Contracts

Vancouver, British Columbia, Canada

«Before joining this team, I spent years in industry finance roles at companies with large subscription and services portfolios. I lived through the pain of contract modifications that nobody had planned for, variable consideration estimates that auditors challenged, and disclosure notes written the night before filing. I brought all of that operational experience into our advisory work here. My goal with every client is to make sure their finance team could walk into an audit tomorrow and explain every line of their deferred revenue schedule without hesitation or improvisation.»

Priya Nair, CPA, CA, IFRS Specialist

Technical Standards and Disclosure Lead

Montreal, Quebec, Canada

«Revenue recognition standards are, at their core, a language — and like any language, the gap between technically correct and genuinely clear is enormous. My role is to help clients not just comply with IFRS 15 and ASPE Section 3400, but to communicate their revenue story in a way that earns the trust of readers who know what they are looking for. I pay particular attention to disclosure quality and the presentation of remaining performance obligations, because those notes reveal whether a company truly understands its own revenue model — or is simply filling in a template.»

Recognition and Credentials

Your Deferred Revenue Deserves a Real Plan

There is a particular kind of stress that comes from closing the books when your deferred revenue schedules were built on assumptions nobody documented and methods nobody can quite explain to the auditor. We have seen it, and we know exactly how to unwind it. Whether you are building your first structured recognition framework or untangling a years-long backlog of ad hoc entries, our team is ready to work through it alongside you — methodically, transparently, and without judgment about how you got here. The next step is simply a conversation.

Clarity starts with one call

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IFRS 15 Ready

Every recognition schedule we produce is structured to meet current IFRS 15 and ASPE Section 3400 requirements, so your team walks into audit conversations with documentation that holds up under scrutiny without last-minute revision or explanation.

3-Step Process

Our internal planning methodology moves through three deliberate phases — diagnostic review of your existing contracts, schedule construction aligned to delivery patterns, and disclosure preparation — giving your team a clear map of what happens and when throughout the engagement.

Multi-Industry

We have worked with businesses across SaaS, professional services, construction, and media — each with its own revenue timing complexity — building planning frameworks that reflect the actual economics of each model rather than applying a one-size template across very different businesses.