Process Improvement: Identifying, gathering and utilizing the right business information to make sound management decisions continues to be a top‐priority for leading organizations. Increasingly, the CFO is playing a pivotal role as either executive sponsor or gatekeeper. Read More > Related Posts
Convertible Debt: Convertible debt has become an attractive alternative for investors who want to collect interest in the near term but retain the right to convert the debt to equity should the issuer’s share price rise in the future. Likewise, many companies are utilizing convertible debt financing to obtain a lower interest rate
New Revenue Standard: The new revenue standard, released May 28, 2014, eliminates industry specific guidance and creates a new single revenue recognition model for most companies reporting under US GAAP. Companies following industry-specific guidance, such as telecommunications and software companies, are likely to be more impacted by this new standard, however, most companies
New Pushdown Accounting: On November 18, 2014, the FASB issued a new standard that makes pushdown accounting optional for all acquired entities. In response, the SEC staff eliminated its guidance which mandated pushdown accounting for SEC registrants in certain circumstances. As a result, pushdown accounting is now optional for all companies reporting under
IPO Readiness: An initial public offering is a watershed moment for any company. However, the IPO process itself requires careful planning and diligent project management. Anticipating issues and developing strategies to resolve them is key to a successful IPO. Our latest white paper outlines the IPO process and highlights several common accounting issues
WilliamsMarston LLC today announced the promotion of Lynette Tsai to Manager in their Boston office. Lynette joined WilliamsMarston in January 2015 from Eaton Vance where she was a Financial Reporting Analyst. Prior to Eaton Vance, she held various roles of increasing responsibility in EY’s Assurance practice in Boston. While at EY, Lynette’s clients included companies
A $250 million portfolio company of a private equity firm was at a critical juncture between pursuing a critical acquisition, integrating past acquisitions and timely financial reporting.
A $1 billion telecom company with 1,500 employees experienced rapid growth over several years resulting in disparate systems and an inefficient cost structure.
A $250 million public company closed an acquisition of a multinational target requiring the preparation, conversion and audit of five legal entities’ financial statements.
A foreign, private equity-backed biotechnology company founded in 2013 pursued an IPO in the U.S. with an accelerated timeline.