01 Close operations
The Monthly Close, Run as a Service
We run month-end on a fixed twelve business day calendar, with a named owner and a stated dependency behind every step, ending in a reviewed pack.
What this covers
KNAFinance operations
The finance function, run on a calendar.
KNA Group runs the close, the controls and the monthly reporting for owner-led companies of ten to seventy-five people. Engagements are led by Khaled Hawari, who ran month-end close at Harris Computer Systems through a run of corporate acquisitions before starting the firm.
Period end, then a fixed number of working days to a closed set of books. The date is agreed at the start of the engagement and it does not move.
01What we run
Five engagements, bought separately or together.
Each one is a function with a defined output and a defined date. None of them is advice you are left to implement yourself.
02 Management reporting
The Reporting Pack We Deliver Every Month
A page by page walk through the management pack we issue each month: P&L by service line, thirteen week cash, variance commentary and a KPI page.
What this covers
03 Financial controls
Segregation of Duties in a 15 Person Company
The control matrix we install in small Canadian companies: who authorises, executes, records and reconciles, and what to do when you cannot split a duty.
What this covers
04 Finance systems
Implementing the Finance Stack
How we select and sequence a finance stack: ledger, AP, payroll, expense, reporting, with cutover at a period boundary and a parallel run first.
What this covers
05 Fractional finance lead
The First 90 Days of a Fractional Finance Lead
What a fractional finance lead does in the first ninety days: diagnostic, cash discipline, a close that holds, and a finance calendar for the year ahead.
What this covers
06 Close remediation
Taking Over a Close That Is Failing
Taking over a month-end that has stopped working: triage first, then the suspense and reconciliation backlog, a restatement decision, one clean period.
What this covers
02How it works
Assess, rebuild, then run it.
The order matters. Rebuilding a close before reading three of them produces a calendar that fits nobody.
Stage 01Assess
We read the last three closes: what was posted, when it was posted, who reviewed it, and what had to be reopened. The output is a written list of what is broken and what it is costing, in your ledger rather than in the abstract.
Stage 02Rebuild
The close calendar, the reconciliations, the approval thresholds and the chart of accounts get rebuilt to fit the company you are now rather than the one you incorporated. Every change is documented as it is made, not afterwards.
Stage 03Run
The close runs on the agreed calendar and the pack lands on the agreed date. You get the same document every period, with the same lines in the same order, so a number that moves is visible without anyone hunting for it.
03Fit
Who this is built for.
Stated plainly, including the part that says no, because a scoping call that ends early is cheaper for both sides than one that ends late.
- Company
- Incorporated in Canada, ten to seventy-five people, with revenue that is real enough that the numbers now carry decisions.
- Situation
- The close takes longer every period, the pack arrives late or arrives different each time, and nobody currently owns the finance function end to end.
- Engagement
- Fractional. KNA Group runs the function on a defined scope and a defined calendar, alongside whoever is already doing the bookkeeping.
- Not a fit
- Pre-revenue companies, personal tax work, and one-off cleanups with no intention of running a close afterwards.
04Who runs it
One principal, on every engagement.
Worth stating plainly, because at this size the difference between firms is not method. It is who actually opens the ledger.
KNA Group is Khaled Hawari. He reads the three closes, writes the assessment, rebuilds the calendar and signs the reporting pack. Nothing is handed down to a junior, because there is no junior, and nothing is subcontracted out of the country.
Before the firm he ran month-end close at Harris Computer Systems while it was buying other companies, which meant pulling acquired business units onto one reporting calendar and carrying IFRS 15 and IFRS 16 into entities that had never applied them. Roughly eight years in Ottawa practice came before that.
05Insights
The working documents.
Checklists, matrices and close calendars, written for the person who has to run them rather than for a search engine.
Building the First Lender Reporting Pack and Covenant Certificate
The pack we build for a first bank facility: what to extract from the credit agreement, the contents page by page, and a worked covenant certificate.
Consolidating Two Canadian Entities in a Small-Company Ledger
A worked consolidation of two Canadian corporations in a ledger with no consolidation module: intercompany discipline, eliminations, full worksheet.
Getting a First Review Engagement Through Without Drama
What a Canadian review engagement demands: the PBC list, the working paper index, the questions the practitioner asks, and how to be ready for fieldwork.
Tell us what your close looks like now.
The scoping conversation is an hour with Khaled Hawari: the last three closes, what happened in them, and what the next one has to look like. It ends with a written scope or an honest no.