An integrated advisory firm
We bridge the gap between vision and value.
Consulting, advisory, strategy, tax, legal and executive counsel under one roof — so the decision in front of you is examined whole, by people who are accountable for the whole answer.
The firm
Most advice arrives in fragments.
A strategist who has not seen the tax position. Counsel who never read the model. Four correct answers, and a client left to reconcile them.
Castle Bridge is organised the other way round. The six disciplines sit together, the seams between them are somebody's explicit responsibility, and what reaches you is one recommendation that has already survived every discipline's objection.
That is a structural choice rather than a stylistic one. Reconciling conflicting advice is the most consequential part of most decisions, and it is the part nobody is usually engaged to do.
How we work- 01 Consulting Clarity. Direction. Turning a noisy situation into a decision you can defend — and stand behind a year later.
- 02 Advisory Trusted Guidance. Fractional CFO and advisory packages — a standing relationship priced monthly, not a project priced by the hour.
- 03 Strategy Plan. Position. Win. Where to play, how to win, and what to stop doing — carried through to the budget.
- 04 Tax Optimise. Protect. Entity structure, research, credits, audit support and state and local tax — positions that hold up when they are looked at closely.
- 05 Legal Mitigate. Navigate. Commercial, contractual and regulatory risk, read in business terms.
- 06 Executive Lead. Transform. Senior counsel alongside the person actually carrying the decision.
Who we work with
CFO and advisory packages
Not a closed list. The shape that fits is several entities under one ownership, reporting owed to somebody outside the business, and no full-time finance seat — where that is the situation, the sector matters less than it looks.
Family offices
A holdco or family office sitting above a group of entities, with reporting owed to family members and outside investors who are not in the business day to day.
Hospitality
Operating groups where each property or venue is its own entity, and the consolidated view of the group is the one nobody currently has.
Construction
Job-level economics, work in progress and retainage, where the profit on a contract is a schedule that has to be maintained rather than a line sitting in the ledger.
Retail
Multi-location operators carrying inventory and seasonality, usually with a lender expecting the same pack on the same day every month.
The crossing
From vision to value
A vision is not a plan and a plan is not a result. The distance between them is the work, and it is spanned one pier at a time.
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01
Diagnose
Establish what is actually true — the numbers, the constraints, and the thing nobody has said out loud yet. Most engagements find that the presenting problem is not the problem.
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02
Design
Build the options. Each one costed, each one read across all six disciplines before it is put in front of you, and each one with its failure mode named.
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03
Decide
A recommendation, not a menu. You get our view, the reasoning under it, and what would have to be true for us to be wrong.
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04
Deliver
Into the operating plan, the calendar and the documents — then reviewed against what actually happened rather than what was projected.
Standards
What you can hold us to
Confidential by default
Nothing leaves the engagement. No case studies, no logo wall, no name-dropping — during the work and after it ends.
Answers when they matter
Advice delivered after the decision has been made is a post-mortem. We work to the timeline the business is actually on.
Reasoning you can inspect
Every recommendation comes with the working behind it. If you cannot follow how we got there, we have not finished.
No conflicted advice
We do not take a position on both sides of a question, and we say plainly when we are not the right party to answer it.
- On how advice is organised The reconciliation problem When four advisors each answer a quarter of the question, someone has to reconcile them. That someone is usually the client, and it is the part of the work nobody was engaged to do. Read
- On the value of dissent The advisor who agrees with you An advisor whose view reliably matches yours is an expensive way to hear your own voice — and the arrangement is comfortable enough that neither party notices. Read
- On reporting and records Two numbers that disagree The figure on the page, the figure in the pack and the figure in the spreadsheet should be the same number because they come from the same calculation — not because someone checked. Read
Start here
The Close Diagnostic
$3,500 – $5,000
Two weeks. Fixed fee, agreed before we start.
A paid, scoped teardown of how your numbers actually get produced today — before anyone proposes changing it.
Most engagements start here rather than with a retainer. It is a fixed scope with a written deliverable, and it ends with a recommendation you are free to take elsewhere.
What the diagnostic coversHow we hold your data
Your numbers, kept separate — by construction
Four commitments about what happens to a client's books once they are with us. Each is a property of how the system is built, not a promise about how carefully people will behave.
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01
Your books stay yours
We read from your accounting system. We do not post, adjust or delete in it — not to fix a coding error, not to tidy a prior period, not at all. Your ledger is the system of record and your auditors' subject; it is not ours to edit.
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02
Separated in code, not by convention
Every client's figures are isolated from every other client's by the structure of the software rather than by anyone remembering. A query that fails to say which client it is for raises an error instead of quietly returning rows — and there is a test that proves it, which has to pass before any change ships.
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03
Nothing is changed without your sight of it first
Anything that would alter your records is shown to you as a preview — what would be added, what would change, and what was skipped and why — and is written only once you accept it.
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04
Held in one system, not a shared drive
Most firms in this space run client books out of a shared cloud folder named after the client. That is the arrangement this was built to replace.
Start here
Start the conversation
Describe the decision in front of you. If Castle Bridge is not the right answer, you will be told so plainly.