Canonical: https://www.strataigize.com/lp/opportunities/accounting-close-capacity/close-blockers/ Description: Make monthly client-close blockers visible across preparation, client requests and review. Discuss a focused practice-workflow project. For firms providing recurring client accounting and bookkeeping # See what each client close is waiting on. We organize preparation, client requests and review in your current tools, with a person responsible for each step. **Teegan Johnson**, Founder & Chief Growth Officer.30-minute call. No charge. [Book a 30-minute call](https://www.strataigize.com/lp/opportunities/accounting-close-capacity/close-blockers/#book) [ Fictional monthly close **Mon**Request**Thu**Information**Sun**Review **8 staff hours.**Three days waiting are separate.Inspect the difference ↓ ](https://www.strataigize.com/lp/opportunities/accounting-close-capacity/close-blockers/#close-delay-demo) [What is included](https://www.strataigize.com/lp/opportunities/accounting-close-capacity/close-blockers/#scope)[Ask a question first](https://www.strataigize.com/lp/opportunities/accounting-close-capacity/close-blockers/#ask) Working with teams in Canada and the US Fictional monthly close, no client records ## Where did this close spend its time? Open a stage to separate client waits from staff work. **Mon**Request sent**Tue**Waiting**Wed**Waiting**Thu**Information arrives**Fri**Preparation**Sat**Review queue**Sun**Review 3 days waitingClient information The request needs a supporting document and an answer to one question. The account owner groups them into one clear request. Next owner Account owner, then the client contact What could change Elapsed waiting time. Sending a clearer request does not itself remove preparation hours. 6 hours of workPrepare the review pack The preparer has the inputs. A consistent pack standard can reduce repeated searching and clarification. Next owner Preparer What to measure Preparation effort and work returned by the reviewer. Keep these separate from time waiting on a client. 2 hours of workProfessional review The pack reaches the reviewer with unresolved items named. Accounting judgments and professional signoff stay with the qualified person. Next owner Reviewer What to measure Time in the review queue, review effort and avoidable rework as separate figures. Try an assumed two-hour reduction in preparation work ### Eight staff hours in this example. Six preparation hours plus two review hours. The three-day client wait sits outside that effort total. ### Six staff hours under that assumption. Four preparation hours plus two review hours. Client waiting time has not changed. #### What would you do with the two hours? Reduce overtime, absorb existing workload or schedule additional work. The practice needs a real use for the released capacity. The two-hour change is a sample assumption. Any real saving needs a measured baseline and a use. ## Client-accounting close workflow - A baseline separating client waiting time, preparation effort and reviewer rework. - A close template for one recurring service tier and a defined client group. - Grouped client requests with clear ownership for unresolved information. - A review-pack standard and signoff path in your existing practice tools. - A capacity review that distinguishes available staff time from realized financial benefit. Pricing ## Start with the published US$7,500 audit The published two-week AI Opportunity Audit (US$7,500 fixed) inventories the workflow, puts numbers on what it costs you today and returns a 90-day roadmap. It is credited toward the build if you proceed. A pilot build of one workflow on your data is published at US$25,000 to US$60,000 fixed, with the conditions for stopping the pilot agreed in writing before we start. The audit covers the client group, service variation and practice tools involved. Software licenses, ledger cleanup and additional client groups are separate. ### Client groups this can help - You have a recurring business-client book with repeated monthly work. - Missing information or reviewer handoffs cause visible delays. - A partner and operations owner can agree the pilot service tier. - You can explain how any released capacity would be used. ### Not included - Accounting judgments, tax advice or automated professional signoff. - Unapproved ledger changes or broader access to confidential client records. - A guarantee that saved time becomes revenue or reduced payroll. See the recurring-close outline Sample queue ## One board for this month's client closes A synthetic close board that separates client waiting time, preparation and review. - **Client A, monthly bookkeeping**Client info Blocker Two bank statements Owner Staff accountant Close day 6 - **Client B, monthly bookkeeping**In review Blocker None Owner Reviewer Close day 4 - **Client C, monthly with payroll**Prep stalled Blocker Unreconciled difference Owner Senior accountant Close day 8 - **Client D, quarterly**Signed off Blocker None Owner Partner Close day Closed Fictional clients. It shows who owns each request and makes no accuracy or time-saving claim. ## Preparing your close review 1. ### Separate the sources of delay Review how work waits on clients, preparers and reviewers before deciding whether the problem needs process changes or configuration. 2. ### Set up one service tier Agree the request, preparation and review standards, then configure a limited client group in your existing practice tools. 3. ### Measure a comparable close Track workload and rework through a full cycle. Professional review stays with your firm, and unused capacity remains visible. Relevant work ## Automation we run on ourselves 50+ hours a week Our own agency runs on agents we built: daily industry scanning and a weekly Meta ads review that creates owned tasks, saving the team 50+ hours a week. The published case shows how we build, review and keep improving them. [Read how we automate our own work](https://www.strataigize.com/case-studies/how-agency-uses-ai-agents-automate-busywork/) Our own marketing operation, not an accounting practice. It shows how we build and review workflow agents, not a result in your industry. ## Discuss your project Use 30 minutes to identify where your recurring work waits and whether a focused process change could help. ![Teegan Johnson](https://www.strataigize.com/team/opt/team-teegan-head-384.webp) **Teegan Johnson**Founder & Chief Growth Officer Call agenda and calendar details - Your recurring service tier and client volume - Client requests, preparation and review bottlenecks - Your practice tools and how you would use released capacity 30 minutes with the Strataigize team, online. Times show in your timezone. Your calendar invitation confirms the organizer and time, and includes the meeting link. [Ask a question first](https://www.strataigize.com/lp/opportunities/accounting-close-capacity/close-blockers/#ask) Prefer email? [teegan@strataigize.com](mailto:teegan@strataigize.com) ### Book a 30-minute call Choose a time on our booking page. It opens in a new tab and shows the times in your timezone. [See available times](https://meetings.hubspot.com/strataigize/consultation?utm_source=chatgpt&utm_medium=paid&utm_campaign=chatgpt_opportunity_accounting_close_capacity&utm_content=sa02-a-v1) Ask about your close delays Teegan Johnson, Founder & Chief Growth Officer, will follow up by email. Fields marked optional can be left blank. ## Monthly-close questions Why start with a paid audit? Because the value depends on your data, systems and volume, and none of that is visible from a form. The two-week audit puts real numbers on the workflow before anyone commits to a build, and its fee is credited if you proceed. Do we need another close dashboard? Not necessarily. We first examine the workflows and close features already available in your practice tools. A useful scope may be configuration, service standardization and staff training. Additional integration is considered only for a verified gap. Will you perform the accounting work? The scope is the operating process around your firm's work. Your authorized staff make accounting judgments, resolve ledger issues and sign off the close. Client data access is limited to the agreed purpose. How do you value time that the team gets back? We distinguish capacity from cash savings. Avoided overtime or additional work actually sold and delivered can have financial value. Time that remains unused should not be presented as new revenue or reduced payroll.