The number you're running
your business on is probably wrong.

Most trades owners are making real decisions off a number that lies to them.

After the expenses nobody logged, the personal charges that slipped through, and the transactions nobody categorized, the bank balance isn't the truth. It's just what's left. So the owner prices the next job off a gut feeling, hires off a good month, and finds out how wrong the number was at the worst possible time: a tax bill nobody planned for, a lender asking for statements, a buyer's diligence pulling the financials apart line by line.

Every one of those was a solvable problem eighteen months earlier. None of them are solvable the week they show up.

Why trades businesses

Because a contractor doing seven figures is running a genuinely complicated business, and almost nobody treats it that way.

Job costing. Materials flowing through as pass-through costs. Progress billing. Retainage. Equipment financing. Seasonal swings that make a strong year look like a weak quarter. That's normal in construction, and it breaks a standard chart of accounts on contact. So the books get set up wrong at the start, or set up fine and then abandoned once the season gets busy.

Either way the owner ends up unable to answer the only question that matters: which of these jobs actually made money? Not revenue. Profit, after materials, labor, and everything that slipped through.

What this work actually is

Bookkeeping isn't data entry. Data entry is a byproduct.

The work is producing a set of numbers somebody can make a decision on and be right. That means the books have to be complete, they have to reconcile, and a person has to have looked at them and asked whether they make sense, not just whether they balance. A clean-looking P&L built on a mess is worse than no P&L at all, because it gets believed.

That standard doesn't change because a company is smaller. If anything it matters more. A large company has layers of people who might catch an error. An owner-operator has one accountant, and that accountant is either checking the work or isn't.

How this works

• Two numbers, quoted before anything starts. A flat fee to catch up and clean up, and a flat monthly to keep the books closed. No hourly billing. You should never hesitate to ask a question because you're watching a meter.
• Closed every month, not scrambled once a year. Speed is part of what you're paying for.
• A limited number of clients. Monthly clients onboard on the 15th of each month, together, so nobody gets set up in the middle of someone else's close. That isn't scarcity marketing. It's how the work stays on schedule.
• Plain language, always. If a report needs an accountant to interpret it, it hasn't done its job.
• A person stands behind the numbers. In the age of AI and automation, we still put human eyes and human judgment on every number that reaches you.

Where this is based

Houston, Texas. The work is remote and clients are nationwide, because bookkeeping stopped needing a shared zip code a long time ago. What it does need is someone who returns your call and already knows your business.

Unccountant is led by Chriss Stewart, an accountant with seventeen years in the profession, including controller-level work in financial close, internal controls, and cleanup across multi-entity environments.

Apply to work with us →  or  get in touch if you're a CPA or referral partner.