Internal controls usually become a priority when reporting confidence starts to crack. Sure, numbers close, reconciliations exist, and reviews happen, but numbers can be inconsistent, standards don’t get upheld, and too much manual review happens just to tick off the boxes. Over time, finance leaders compensate by getting deeper into the weeds, and that’s rarely sustainable.
This is where many teams pause and think about what can actually help them build better internal controls, not just document them. MAVI is built for that; its AI-driven solution matches high-growth companies that need to strengthen internal controls with pre-vetted, experienced, US-caliber global finance and accounting talent. These professionals embed into the work itself, tightening execution where controls actually live: in the close, in reconciliations, and in reporting workflows.
Internal control issues often emerge as a byproduct of growth, pressure, and changing expectations. The breakdowns are predictable and fixableonce you know where to look.
Controls fail when no one truly owns them. When responsibility is shared too broadly, reviews become optional and follow-ups slip. Clear ownership is the foundation of any control environment that actually works.
Processes that once worked gradually degrade as volume increases. Steps get skipped during busy periods, and exceptions become the norm. Over time, controls erode without anyone explicitly deciding to remove them.
Controls performed too late don’t prevent issues; they just surface them. When reviews happen at the end of the close instead of throughout it, finance teams are forced into reactive cleanup rather than proactive control.
Many teams are over-reliant on one or two people who have an exclusive understanding of workflows. When controls live in someone’s head instead of the process, the function becomes fragile and difficult to scale.
As teams grow quickly, leaders often rely on trust instead of verification. While trust is essential, unverified work undermines reporting confidence, especially under audit or investor scrutiny.
These breakdowns are exactly why internal controls and reporting issues tend to show up together, and why fixing one without the other rarely works. With rapid growth, finance leaders require controls that improve reporting quality without slowing execution or overwhelming the team – here’s what that looks like.
Each balance sheet account and close activity has a named owner. Accountability removes ambiguity and makes reviews more meaningful because responsibility is explicit, not assumed.
Reconciliations are prepared the same way every period, reviewed on time, and supported with evidence. Consistency reduces noise and makes issues easier to spot early.
Reviews happen as part of the workflow, not as an afterthought. When review is embedded, errors surface earlier and don’t cascade into larger reporting issues.
Not everything deserves the same level of scrutiny. Strong controls introduce materiality, so teams focus on what actually matters, instead of treating every variance like a crisis.
The close follows a predictable rhythm. When the close is repeatable, controls stop feeling like extra work and start feeling like guardrails.
Many finance leaders turn to MAVI to help their team build better internal controls. It does this effectively by embedding deeply vetted, high-quality finance and accounting talent into your existing team. These operators take real ownership of reconciliations, close activities, reporting preparation, and introduce structure as part of execution. Controls emerge naturally because work is being done with review, evidence, and accountability in mind.
Instead of asking your existing team to “add controls,” MAVI helps the team operate in a more controlled way. That distinction matters. It reduces resistance, speeds up adoption, and ensures controls don’t disappear under pressure.
CFOs and executives feel this immediately once experienced talent is in place. Reviews happen without reminders. Reconciliations come in cleaner. Reporting discussions shift away from accuracy concerns and toward insights. That’s when teams realize controls are finally supporting the function.
MAVI doesn’t treat internal controls as a compliance exercise. It treats them as the natural outcome of better execution, clearer ownership, and experienced operators embedded inside your finance function.
If inadequate accounting processes and unreliable reporting are the core issues you’re trying to solve, MAVI is designed to address them at the root. Book a call to know how we can support your team in building better internal controls.
No, MAVI does not replace formal control documentation. Instead, it provides finance teams with execution support that can build better internal controls to make documentation more meaningful.
Yes. Messy environments are often where MAVI’s pool of deeply vetted, US-caliber global finance and accounting talent delivers the most value.
Yes. Many professionals in MAVI’s exclusive Talent Network have experience working with audited and investor-backed companies, operating under high scrutiny and expectation.
After working with MAVI talent to build better internal controls, teams may reassess hiring, org design, or systems with much greater clarity and confidence. MAVI offers a flexible hiring model, allowing teams to onboard part-time or full-time talent and scale their teams up or down as needed, so finance leaders can decide whether or not to keep their extra support on board or not once controls are stabilized.