Key outcomes
- Consolidated reporting across 7 LLCs delivered every quarter
- Property-level NOI scorecard identified 2 underperforming rentals
- 13-week cash flow model replaced ad-hoc spreadsheet checks
- Annual planning cycle established for the first time
The challenge
The owner had grown the portfolio quickly between 2020 and 2024 — adding LLCs as he acquired properties, with each entity using a different bookkeeping setup (some QuickBooks Online, some spreadsheets, two with no books at all). Year-end was painful: his CPA was reconstructing books each spring just to file returns. He had no idea which properties were actually profitable, and refinancing decisions were being made on instinct rather than data.
Three specific problems surfaced in our discovery conversation:
1. No single source of truth. Cash positions across the 7 LLCs lived in 7 separate online banking logins. There was no rolled-up view.
2. No property-level economics. Mortgage, taxes, insurance, and management fees were tracked at the LLC level, but maintenance and capex weren't consistently coded by property.
3. No forward visibility. A $180K HVAC replacement on a multifamily property in late 2025 caught him by surprise and forced an emergency line-of-credit draw.
Our approach
We started with a 30-day cleanup phase: one consolidated chart of accounts, property-level class tracking inside each LLC's QuickBooks Online file, and a standardized closing checklist run by the same bookkeeper every month.
In parallel, we built three reporting artifacts:
- A consolidated quarterly P&L rolling all 7 LLCs into one statement with eliminations. - A property-level NOI scorecard showing trailing-12-month NOI, cap rate, and cash-on-cash return for every property. - A 13-week rolling cash flow model updated every Friday, surfacing capex needs and distribution capacity 90 days out.
A controller reviewed every monthly close before reports were issued, and the owner met with us for a 60-minute review session each quarter.
The outcome
By the end of the second quarter under the new cadence, the owner sold one underperforming single-family rental that had been quietly cash-negative for 18 months and refinanced two others into a single portfolio loan — moves he said he wouldn't have made without the property-level data in front of him.
The 13-week cash flow model has replaced his prior method of 'checking the bank balance every Tuesday.' He now knows 90 days in advance whether a planned acquisition will require external capital.
Most importantly, his CPA's spring tax workload dropped from roughly six weeks to three days — because the books are now closed monthly, reconciled by entity, and ready to file.