Questions

BM Management is the practice through which Bill Mellenthin, CPA provides financial leadership and accounting services. The name is short for Bill Mellenthin Management. It is a single-member Colorado limited liability company, owned entirely by Bill — there are no partners, outside investors, or silent owners.

In practice that means the person you talk to is the person doing the work. Engagements are not staffed out to junior associates, and nothing is passed along to someone you have never met.

BM Management, LLC — the Colorado limited liability company — not Bill personally. Engagement letters, invoices, and payments are all in the company's name. If your accounts payable process needs a W-9, insurance certificate, or vendor form completed, just ask and it will be sent over.

[ Bill to confirm the exact wording here — this one has real regulatory weight. Colorado places specific requirements on who may hold out as a “CPA firm,” on firm registration with the State Board of Accountancy, and on the use of the CPA designation in a business name. Bill knows these rules far better than a website draft does, and he should set this answer himself. ]

Bill personally is a Certified Public Accountant licensed by the Colorado State Board of Accountancy.

Situations that have stopped making sense. Records that no longer match reality. An accounting department that has fallen behind what the business has become. An estate or an entity that needs someone to take hold of it and work out what is actually there.

The common thread is that something needs investigating before it can be fixed. Bill's work is finding the source of the disconnect and then reorganizing around it — not maintaining a function that is already working.

Well over twenty years. He began as a CPA in a public accounting firm, then served as Chief Financial Officer in aerospace manufacturing and in cannabusinesses, and as Director of Finance in hospitality and food & beverage. Much of that work was in companies going through acquisitions, reorganization, refinancing, or fast growth — environments where the finance function has to change alongside the business.

Read the full bio or view the resume.

Yes. Bill is credentialed as a Certified Public Accountant by the Colorado State Board of Accountancy, and he holds an undergraduate degree in Business Administration from the University of Colorado at Boulder.

Public accounting, aerospace manufacturing, hospitality, food & beverage, and cannabusiness — along with the closely held companies he served during his years in public accounting. That mix means he has seen inventory-heavy manufacturing, thin-margin service operations, and heavily regulated industries, and he knows the accounting problems are rarely as different as they look.

No — and that is deliberate. Bill's fractional work is temporary and structural. He steps into an accounting department that has fallen behind what the business needs, rebuilds the process, controls, and reporting, trains the people who will run it, and then leaves.

It is not a permanent part-time seat, and it is not strategic advisory about product lines or where to grow next. It is about how the accounting function is built. If what you actually need is someone in the chair indefinitely, you need a hire, and Bill will say so.

Every engagement has a defined scope and a defined end. The sequence is the same whether the work is forensic, fiduciary, or structural:

• Investigate — work from the source records to establish what actually happened.
• Find the disconnect — identify where process, people, or structure stopped matching the business.
• Reorganize — rebuild around the real cause rather than patching the symptom.
• Hand it back — documented, staffed, and running without him.

More detail is on the Services page.

That is the point of it. The handoff is part of the work, not an afterthought: documented processes, records in order, and the people who stay behind trained to run what has been built.

Bill is glad to stay reachable for questions afterward, but an engagement that quietly turns into a permanent dependency has failed at its actual objective.

[ Bill to complete. Options: an hourly rate, a monthly retainer range, a fixed project fee, or simply “fees depend on scope and are agreed in writing before work begins.” ]

Reach out with a short note about your business and what prompted the call. Bill will follow up to talk it through — no charge for that first conversation — and if it's a fit, he'll put a scope and fee in writing before any work starts.

[ Bill to confirm. Suggested: “Both. Most work can be done remotely, and on-site time in the Denver metro area can be arranged when it's useful — particularly early in an engagement.” ]

[ Bill to confirm. Suggested: “Based in Denver and serving businesses throughout Colorado's Front Range, with remote engagements elsewhere.” ]

[ Bill to confirm — this is an important one to get right. Suggested if he does not: “Bill's focus is financial leadership, reporting, and accounting operations rather than tax preparation. He works alongside your existing tax CPA, and can recommend one if you need it.” ]

Yes — that's often the best arrangement. Bill frequently works above an existing bookkeeper or accounting team, providing the review, structure, and senior judgment while the day-to-day stays in place. Part of the job is leaving that team more capable than he found it.

No. It's one of the most common reasons someone calls. Cleaning up records, reconciling accounts that haven't been touched in a while, and getting to a trustworthy starting balance is ordinary work — and it's the necessary first step before any reporting means anything.

[ Bill to confirm the specific systems he wants listed — e.g. QuickBooks, NetSuite, Sage, or a particular ERP. Suggested closing line: “He is system-agnostic and has implemented and worked in a range of platforms; if you're outgrowing yours, evaluating the next one is itself something he can help with.” ]

Yes. As a licensed CPA, Bill is bound by the professional and ethical standards of the Colorado State Board of Accountancy, including the confidentiality of client information. A confidentiality agreement can be put in place before any records are shared.

Absolutely. “Something feels off in the numbers and I don't know what” is a perfectly good reason to call. Sorting out what the actual question is tends to be the first useful thing that happens.