About the firm
Fifty years of work. One reason it's here.
A short version of a long career, and the team that does the work today.
Founder
Ben White III
Ben has spent fifty years in accounting and finance. The version that fits in a paragraph: former CFO and Senior Vice President of Finance at a Fortune 100 company. Deloitte before that. Took a pharmaceutical company public in the 1990s. Led M&A integration for an SEC-regulated international real estate firm — the kind of work where you're handed an 18-month timeline and asked to finish in six.
Closer to home, he chaired the Lehigh Valley Chamber Small Business Council. He's advised on construction acquisitions, franchise rollouts, and the occasional $17 million lawsuit won by uncovering fraud nobody else had time to look for. He likes the part of the job most people don't see.
He describes onboarding messy books as “a financial colonoscopy.” He says this with a straight face. It's usually accurate.
The team
Seven people. Two hundred and fifty years.
Every accountant on the team is United States based, degreed, and working from home. Three hold both MBA and CPA credentials. Two of them run the operation as peer Financial Operations Managers.
The two firm rules
- 1.Never miss a client deadline. Not the firm's deadline. The client's deadline.
- 2.Answer every email within 24 hours. Even if the answer is “we're on it, full reply tomorrow.”
Financial Operations
Two peers run the operation.
Not a partner and an assistant. Two Financial Operations Managers with equal authority over the work, which is why nothing sits in a queue waiting on one person to come back from lunch.
Financial Operations Manager
Leanne Shearer
Runs client onboarding and the monthly close. When several new clients land in the same week, Leanne is the reason none of them feel it.
Financial Operations Manager
Peg Pandolfi
Owns financial reporting and the review pass before anything reaches a client. If a number is going out with the firm's name on it, Peg has looked at it.
Why we exist
Bookkeepers balance numbers. We build futures.
The accounting industry has spent thirty years competing on price-per-transaction. That's fine if the question is “who categorized this expense.” It's the wrong industry to ask about acquisitions, franchise expansion, generational wealth, or what the business is worth on a Tuesday in 2031.
We do both. Clean books, on time, every month. And the strategic work most firms quietly hope nobody asks them about.
Beyond the books
When a Lehigh Valley board needed help, we showed up.
The Humane Society of the Lehigh Valley is in the middle of a leadership transition. We’re working alongside the board of directors on the search — drafting job descriptions for the new CEO and two senior managers, framing the criteria, helping the board think through what the organization needs next.
It isn’t accounting work. It’s the kind of work that fifty years of operating finance teaches you to do anyway.
What this looks like
- →Board-level advisory through leadership transitions
- →Executive search support and job-description drafting
- →Nonprofit governance and annual audit coordination
- →The kinds of decisions that don’t fit on a P&L