New standards, framework conversions, technical positions and the disclosure that follows.
Recent clients include:
KAM Consulting Services Inc. works across the office of the CFO. We place people who have held the seat alongside your executives on the reporting, the deal, the margin and the systems underneath all three.
A boutique firm in the Greater Toronto Area, built from ex-Big Four accountants with industry experience spanning financial analyst to CFO. Technical reporting depth in IFRS and US GAAP, and the operating experience to act on what the numbers show.
Start a conversationRecent clients include:
We help ambitious clients achieve extraordinary outcomes by partnering with executives on their most important finance decisions.
We work across the whole finance agenda: complex accounting and reporting, transactions and integration, cost, margin and pricing, corporate finance, and the systems that have to support all of it. Our team has worked across every major industry in roles ranging from financial analyst to CFO, so we can speak to the full range of impacts a decision will have on your company.
Deloitte, PwC, EY and KPMG backgrounds, followed by controllership and CFO roles inside listed issuers.
Prospectus offerings, new standard adoptions, purchase price accounting and integration, for reporting issuers and sponsor-backed businesses alike.
We take ownership of the outcome, not just the deliverable, and we stay present through the whole process.
Five practices, one team. Work starts with a situation rather than a service line — pick the one closest to yours.
New standards, framework conversions, technical positions and the disclosure that follows.
IPO, RTO and SPAC readiness, continuous disclosure, ICFR and certification.
Deal support, purchase price allocation, carve-outs, Day 1 readiness and synergy capture.
Cost and margin improvement, pricing and revenue management, working capital and process redesign.
Interim CFO and controller, budgeting, forecasting and modelling, and NetSuite implementation.
Accounting and reporting
Going public and controls
Transactions and integration
Performance and operations
Finance leadership and systems
Accounting and reporting
New standards rarely fail on the technical reading. They fail on the data you do not have, the contracts nobody re-read, and the disclosure drafted the week before filing. We work the whole path, from scoping to the note in the financial statements.
Accounting and reporting
ASPE to IFRS, IFRS to US GAAP, or local GAAP into a parent's reporting framework. Conversions are usually driven by a listing, a lender or a new owner, which means the deadline is set by someone else.
Accounting and reporting
A question that has to be answered before a board meeting, a filing, or an auditor conversation. Often a single defensible position paper rather than a project. We hold retainers for this where the questions keep coming.
Accounting and reporting
A continuous disclosure review, a comment letter, or an error found after filing. These are time-boxed and visible, and the response matters as much as the correction. We have worked the issuer side of them.
Going public and controls
Going public is a regulated process that needs every part of the business moving in unison. We have taken companies through IPO and RTO on the TSX and TSXV and stayed on afterwards for the continuous disclosure that follows.
Going public and controls
Certification is an annual signature with personal exposure behind it. Whether the obligation is NI 52-109 here or SOX 404 once you file a 40-F, the underlying work is the same: a control environment that is designed, documented and evidenced well enough for somebody else to test.
Transactions and integration
The accounting consequences of a deal land long after the announcement. Purchase price allocation, carve-out financials and the first consolidated close are where deals quietly go wrong.
Transactions and integration
Value in a deal is won or lost after close, in the hundred days when two finance functions, two charts of accounts and two sets of habits have to become one. This is where the deal model meets operating reality.
Performance and operations
Revenue is growing and margin is not, or cost has crept up a line at a time and nobody can say exactly where. This is an analysis problem before it is a cutting problem.
Performance and operations
Most companies know revenue by customer and cost in total, which is not the same as knowing profit by customer. Pricing decisions made without that view are educated guesses.
Performance and operations
The business has doubled and the team has not, or the close takes three weeks and the board pack is already a week old when it lands. The answer is usually process and system design rather than headcount.
Finance leadership and systems
A departure, a leave, or a step-change in reporting obligations you were not staffed for. We place people who have held the seat, not advisors who will describe it to you.
Finance leadership and systems
A budget, a covenant model and a board pack are three views of the same business and they should reconcile. When they don't, the conversation with the lender is harder than it needs to be.
Finance leadership and systems
When the close runs on spreadsheets bolted to an ERP that was configured before anyone thought about consolidation, the answer is rarely more people. It is usually the system design.
Most NetSuite programs are run by systems consultants. Ours are run by the people who have to sign the financial statements at the end of it.
An ERP implementation is an accounting project wearing a technology budget.
The decisions that determine whether you can close in five days or fifteen are made early, in the chart of accounts, the subsidiary structure and the revenue configuration. They are accounting decisions, and they are usually made by people who will never prepare a financial statement from the result.
We have implemented NetSuite for reporting issuers, migrated acquired businesses onto it after close, and been called in to repair implementations that technically went live but could not produce an auditable consolidated close. The same team handles the IFRS position and the system configuration that has to support it, so neither gets designed around the other.
Work runs as a full implementation, as accounting design alongside an existing integrator, or as a targeted fix to a specific part of the build.
Whether NetSuite is the right answer at all, what the implementation actually needs to cover, and a second read on an integrator's statement of work before you sign it.
We scope and run the build around how the books have to close and what the auditor will ask for, rather than fitting reporting around a configuration decided months earlier.
Accounts, subsidiaries, departments, classes and locations structured so statutory reporting, management reporting and consolidation all come out of the same data.
OneWorld subsidiary hierarchies, functional currency settings, intercompany elimination and consolidated exchange rates that reconcile without a spreadsheet layer.
Parallel books where the same transactions have to report under IFRS and US GAAP, or where local statutory and group reporting diverge. Configured once, rather than reconciled every period.
Advanced Revenue Management configured to IFRS 15 or ASC 606, and SuiteBilling set up for subscription, usage and multi-element arrangements rather than a manual workaround.
IFRS 16 lease accounting, fixed asset registers and depreciation, and inventory costing configured so the subledgers agree to the general ledger without adjustment.
CRM, ecommerce, banking, payroll, expense and tax engines connected to NetSuite, with the accounting consequences of each interface designed rather than discovered at close.
Master data cleansing, historical transaction strategy, and an opening balance sheet that ties to the last audited figures.
Standing up an acquired or carved-out business on NetSuite, including transition service arrangements and the first consolidated close under new ownership.
NetSuite Planning and Budgeting for forecasting and board reporting, and saved searches and analytics that shorten the close rather than relocating the work.
The riskiest fortnight of the programme. Parallel runs, cutover sequencing, first-close support and the training your team needs to operate it without us.
Role and permission design, segregation of duties, approval routing and the audit trail your auditor and NI 52-109 certification will need.
Where an implementation has already gone in and is not delivering, we assess what was configured, what it costs you each close, and what is worth rebuilding.
Our team personify the very qualities that have made us successful.
Managing Director
Devin brings more than 10 years of experience with technical accounting, regulatory compliance, IPO preparation and strategic planning. Recent engagements include pro forma financial statements for prospectus offerings, IFRS 15 and IFRS 16 adoptions, and biological asset valuations.
Before KAM, Devin was a Senior Accountant at Deloitte focused on publicly listed entities, a Financial Analyst at Honeywell/COM DEV, and Project Accountant at Canadian Solar Solutions. He holds a Bachelor of Commerce from the University of Guelph.
Director
Ryan brings more than 8 years of experience in technical accounting, financial reporting, regulatory compliance and strategic planning. Recent engagements include IFRS 16 leases, IFRS 9 financial instruments, purchase price accounting and external financial reporting, plus NetSuite, lease accounting software and Shareworks implementations.
Before KAM, Ryan was financial controller and manager of external financial reporting at Dye & Durham, and a senior analyst with Brookfield Asset Management. He spent 3 years at PwC in the asset management sector and holds a BBA from York University's Schulich School of Business.
Director
Tyrone brings more than 6 years of experience with technical accounting, system implementation and internal controls. Recent engagements include conversion of financial statements from ASPE to IFRS and US GAAP, IFRS 16 leases, IFRS 9 financial instruments, and implementing a new accounting solution for ECL calculation.
Before KAM, Tyrone spent three years in KPMG's Accounting Advisory Services practice and three years at PwC conducting financial statement audits, both primarily in financial services. He holds a Bachelor of Commerce from Dalhousie University and an MBA from York University's Schulich School of Business.
Director
Mandeep brings over 8 years of experience in financial planning and analysis, strategic planning, technical accounting and finance integration. Recent projects include new standard implementations, integration of reporting and operations after a large acquisition, and coordinating projections.
Before KAM, Mandeep was a Senior Financial Analyst in FP&A at Teranet, an Experienced Senior Associate at PwC, and a Senior Accountant at Deloitte, primarily in financial services, technology and manufacturing. He holds a BBA from Wilfrid Laurier University.
Associate
NetSuite Master
CPA, CA, CPA (Illinois)
Avjit Kamboj is a finance executive with more than 17 years of leadership experience across capital markets, M&A and financial reporting. He is Chief Financial Officer and a board member of MAK Acquisition Corp. and chairs the audit committee of Metatek-Group Ltd., both TSX-listed companies.
Previously, Avjit was Chief Financial Officer of Converge, where he was instrumental in the company's public listing and led its finance function through to its acquisition by H.I.G. Capital for approximately $1.3 billion. He has also served as Chief Financial Officer of Dye & Durham and CarbonCure.
As an advisor to KAM Consulting, Avjit helps publicly listed technology companies implement the policies, processes, systems and controls expected of a public company. He holds a Bachelor of Business Administration from Wilfrid Laurier University and is a Canadian Chartered Professional Accountant and a U.S. Certified Public Accountant.
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