Basic accounting procedures had been deficient for at least three years, resulting in confusion for
the financial advisory board and creating a range of additional issues. As a nonprofit, the client
cannot secure external funding without undergoing a external audit. At the time WG began its
engagement, there were deficiencies in existing accounting team was and there was a general
lack of understanding of current accounting practices. Following the recent departure of two
CFOs, WG was tasked with correcting past errors and delivering accurate financial records for
the previous two fiscal years:

• Board members lacked a clear understanding of governance and frequently overstepped
  into day–to–day operations
• The current accounting team did not adhere to standard, accuracy–based practices and
  instead followed a customized system directed by the CEO
• The CFO’s authority was circumvented and, as a result, the accounting team reported
  directly to the CEO
• Staff overtime increased due to inadequate staffing levels and poor monitoring
• Financial reporting processes were insufficient, and there was a notable absence of
  financial planning and analysis (FP&A) personnel