Administration
& Accounting Outsourcing Services

Everything that keeps the practice running and none of which is billable. Bookkeeping and month-end close. Accounts payable and receivable, and the chasing that goes with them. Payroll processing support. Contracts and insurance certificates. Purchasing and vendor management. Calendars, travel, meeting coordination, and the inbox. Proposal and submission assembly. Reporting on utilization, backlog and cash. In a small firm most of it lands on a principal or an office manager, in the evenings. WorldTeams places named professionals into those roles who work your hours and inside your systems. The decisions stay with you. What moves is the execution. That is the part that scales badly as a firm grows. Nobody notices until a principal is doing invoicing on a Sunday, which is a late and expensive moment to notice it.

They do different jobs, and the split is clean. Your CPA firm handles tax planning and filing, any audit or review engagement, and the advice that carries their professional responsibility. A remote accountant or bookkeeper handles the daily and monthly work underneath that. Transactions, reconciliations, accounts payable and receivable, and job costing. Then the close that produces the numbers your CPA works from. Most firms find their CPA relationship gets cheaper and more useful when the books arrive clean. What we do not do is file returns, sign anything, or represent your firm to a tax authority. Scope of practice for public accounting is defined by state boards and by the professional standards the AICPA maintains. This arrangement sits outside it deliberately, and any provider blurring that line is describing work they are not able to do.

Whichever one a principal is currently doing at night. In practice it is one of three. An executive or administrative assistant, when calendars, email and coordination are eating the day. A bookkeeper, when invoicing is late and nobody can say what is owed. Or a purchasing and vendor role, when procurement is slowing projects down. The signal is not workload in general, it is a specific task that keeps getting done by the wrong person. Firms that start with a vague brief for general support tend to be disappointed, because nobody can tell whether it worked. Firms that start with one named responsibility can. Start with one role and see how it holds before adding a second. Name the task, not the department, and you will know within a month whether it worked.

By your IT policy, and by the principle of least privilege. Access is granted by you, in your own systems, at the level the role actually needs. That means named accounts rather than shared logins, and multi-factor authentication throughout. Use a password manager instead of emailed credentials, and read-only access wherever the job does not require writing. Access is reviewed when a role changes and removed when an engagement ends, which is the step most firms forget. On our side we comply with data privacy law and apply security measures to protect your information. Neither of those replaces your own controls. If you want a framework to structure this properly, the NIST Cybersecurity Framework is the standard reference. It is free to use and it is written for organizations without a security team.

By how predictable the work is, not by how much of it there is. A role with steady daily volume, like bookkeeping in a firm of any size or an assistant supporting several people, works full time. A role with real but uneven demand suits part time, which is most single-principal support arrangements. Flex fits work that comes in waves, such as proposal season or a system migration. Contracts run in all three forms and you can move between them as the work changes, with no minimum hours required. The common mistake is starting full time to be safe. Starting smaller and growing a role that earns it tells you more. It also costs less to be wrong, which is worth a great deal on a first engagement with anyone.