Instead of paying for QuickBooks and fighting its limits, we build one custom system that connects every tool you already use through an API, models your business your way, and does two jobs at once: your accounting, and a live app to grow the business.
Built and owned by you. Scoped and quoted together after a 30-minute conversation.
Your tools connect once through an API, feed one model defined your way, and drive both sides of the business at the same time — the books that have to be right, and the app your people actually use.
Every source connected once and defined your way. One chart of accounts, one definition of a unit, one point of view on the business — owned by you.
AccountingClean books, tax, royalties, and a real-time P&L.
Growth appLive performance for every operator, partner, and for you.
Whether you franchise brands, run a partnership, or operate a network of owners — the legal, the marketing and the sales engine all get built. The finance backbone almost never does.
| Left to each unitThe default | With a proprietary systemBuilt by JANSS CPA | |
|---|---|---|
| Standardized books across the network | A different QuickBooks file per unit | One chart of accounts, every unit |
| A defensible Item 19 / performance claim | Annual survey scramble, weak or absent | Continuous, audit-grade, a sales asset |
| Verified gross sales & royalties | Self-reported, unverified | Reconciled to each unit's POS & bank |
| Operator bookkeeping & tax | Each owner fends for themselves | Done-for-you, standardized, same data |
| Real-time network performance | Once a year, unreliable | Live, always-on, for HQ and the operator |
| Benchmarking between operators | Impossible — nothing is comparable | Blinded peers, same definitions, every metric |
Built once, it becomes the layer everything else plugs into: onboarding, credit decisions, pricing, and the story you tell buyers.
The middle layer is the one everything depends on. It is the nexus between raw data and useful reports — and it's the layer almost nobody builds, because it takes a CPA who can also build software.
The traditional approach keeps that layer inside a person: a bookkeeper, a controller, a CPA you can't reach. When they're busy, the loop breaks. When they leave, it's gone.
We codify it once, then run every entity through it. The architecture compounds in your hands: the longer the system runs, the more proprietary your dataset becomes, and the more questions it can answer without anyone being asked.
The same three layers show up everywhere. When one company owns all three, the loop closes and the product compounds.
How many times do you restart your phone in a year? Not many. How many times do you restart your computer in a week? Consistently. Most companies run their finances like the PC: a separate bookkeeper, a separate tax preparer, QuickBooks doing its own thing, and a card processor sending CSVs nobody reads. That fragmentation is where inconsistent numbers and missed deductions come from. A proprietary system is the closed loop — one uniform back office, built once, improving continuously.
Because every unit runs on the same chart of accounts, each operator can compare themselves to the whole network on the metrics that matter, spot the gap, and act. Peers are blinded; the read is not.
| Unit | Revenue | Gross margin | Net margin | Labor % sales | Occupancy % | Growth |
|---|---|---|---|---|---|---|
| Your unit | $1.42M | 69% | 13% | 31% | 9% | +12% |
| Unit 02 | $1.18M | 66% | 15% | 27% | 8% | +7% |
| Unit 03 | $0.96M | 64% | 11% | 29% | 11% | +5% |
| Unit 04 | $1.31M | 67% | 14% | 28% | 9% | +9% |
| Network median | $1.20M | 67% | 13% | 28% | 9% | +8% |
The read: this unit leads on revenue and growth, but labor is bottom-quartile at 31% of sales. Bringing it to the network median (28%) is worth about $42,000 a year — the kind of fix the system surfaces on its own. Illustrative figures.
Not a mockup and not a slide — a working demo of a network finance system: standard ledger, unit benchmarking, marketing and acquisition, KPIs, tax planning, and role-level security.
Sixteen units, sixteen different answers to "how are we doing." This is what it looks like when there's only one.
Credentials are pre-filled — just click sign in. Sub Culture Sandwich Co. is a fictional network and every figure is synthetic. The confidentiality marking and role-scoped logins you'll see aren't set dressing: they're the same security and compliance controls we build into every live engagement.
The system is the entry point. Over the life of the business and its operators, the same relationship deepens across the entire financial lifecycle — all on one set of data.
Continuous, auto-reconciled books.
Consistent, uniform, timely statements.
Filed from clean data, on time.
Proactive and year-round.
Build and protect operator wealth.
Wealth management is delivered by vetted, licensed network partners kept at arm's length to stay compliant — working inside one interface, on one set of data. Because the books are already organized and modeled, those partners work faster and price lower, and that value flows to the operator. Fully modular: keep an existing advisor, or plug in only where it adds value.
If your business has many units, many partners, or many members who all need the same numbers kept the same way — that's the shape of a system.
One chart of accounts across the network, verified gross sales and royalties reconciled to each unit's POS and bank, and a continuous Item 19 that actually sells franchises. You build the franchisor; we build the finance behind it.
Network finance layerRecruiting, staffing, agencies, professional services. Each partner sees their own book on their phone; you see the whole business live on the desktop. Fees, placements, pipeline and margin — from the same ledger that files the return.
Partner + owner viewsFactoring companies, marketplaces, membership networks. Give every operator a real back office under your brand — books, returns, quarterly estimates and a dashboard — as a new high-margin line with zero delivery lift on your side.
White-label back officeSeveral locations, several LLCs, one owner trying to see straight. We consolidate every entity onto one model so unit economics, cash and tax exposure read the same way across the whole portfolio.
Consolidated unit economicsThe businesses that reached enormous scale won it at the unit level: proprietary data and relentless unit-economics discipline. That is exactly the layer we build.
Peter Cancro bought the original store at 17 and began franchising in 1987. He saw that scaling meant investing in the operators, not just brand marketing — building a proprietary POS and a serious mobile app long before the pandemic forced other chains to pivot. Today: 12.5M+ loyalty members and 42% of system sales digital, first-party data that targets marketing without surrendering margin to delivery apps.
Walton ran the business on unit economics. Every Saturday in Bentonville his managers reviewed what was going right and wrong store by store, and Sam studied every store's weekly numbers at 3 or 4 a.m. to prepare. That store-level P&L discipline scaled Walmart from about 18 stores at its 1970 IPO to 276 by the end of the decade — and on to the world's largest company.
A 30-minute working session to map the tools you use today and show you the exact system we'd build for you: your books and your growth app, in one. We scope and quote it together afterward — nothing off a price list.