When growth outpaces the financial infrastructure.

Acamar works with privately held and nonprofit organizations between $20M and $200M in revenue, typically 50 or more employees, across the US and Canada. The symptoms look different by sector. The underlying problem rarely does.

0% 15% Portfolio average Job-level margin across active work. Two jobs are consuming the rest.

Construction

Every job is its own small business, with its own cost structure, schedule and margin. As the number of active jobs grows, spreadsheet-based job costing stops giving leadership a current view of where money is being made or lost. The average hides the outliers.

Job-level visibility

Cost, margin and cash across a growing portfolio, current rather than one month behind.

Forecasting that reflects work in progress

Projections built on open jobs, not only closed periods.

Connected systems

Field, project and accounting data in one reporting layer.

FUNDING PROGRAMS AUDIENCES Grants Endowment Donations Program fees restricted unrestricted Program A Program B Funders Board Program leads One set of numbers, three audiences that each need a different cut.

Nonprofits, Foundations & Healthcare

Funders, boards and program leaders each need a different view of the same numbers. As programs and funding sources multiply, reporting built for one audience stops serving the others, and restricted funds make the picture harder again.

Reporting per audience

Funder, board and program views built from one trusted source.

Grant and program budgeting

Budgets that roll up cleanly to the whole organization.

Restricted-aware forecasting

Projections that respect what each dollar is allowed to do.

See how this played out for a healthcare nonprofit and a university foundation.

REPORTING LAG Today: one week behind Refreshed nightly WHO CAN SEE IT Partners only Whole team, self-service

Professional Services

Accounting, advisory and other professional services firms are increasingly asked to deliver insight alongside their core work. Acamar gives these firms the FP&A and AI capabilities to extend to their own clients, without building that practice from scratch.

Advisory-grade FP&A

Capabilities firms can offer their own clients as a service.

AI applied to client work

Automation across client reporting and analysis.

A model that flexes

Engagement structures that fit individual client work.

See how this played out for an accounting firm client.

Not seeing your industry?

These are where we have built the deepest expertise. The underlying problem, financial systems that have not kept up with growth, shows up across many kinds of organizations.

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