01

Accounting foundation

Books that close on time and survive scrutiny. Everything else in this list depends on it.

What you getA month closed by an agreed day, a reconciliation for every balance-sheet account, and an exceptions log with owners and due dates.

02

Finance and performance

The controller and CFO layer: turning reliable history into a view of what comes next.

What you getA monthly management pack, a rolling 13-week cash forecast, a driver-based budget, and decision support for pricing, hiring, capital and transactions.

03

Data and intelligence

When the question is bigger than a report: why margins moved, which customers pay back, what the data actually supports.

What you getDashboards built on reconciled numbers, KPI definitions everyone agrees on, and analysis written up in plain language.

04

Technology and automation

We design the system. The software is an implementation detail.

What you getA map of your finance stack, a shortlist with reasons, and integrations that are documented so they outlive the project.

05

People operations

Payroll and HR infrastructure, led by our CPHR and SHRM credentialed lead.

What you getPayroll that runs on time, policies that match how you actually work, and HR systems that scale from the first hire to the fiftieth.

Use case

Your first finance department, without building it from scratch

Most companies add finance capability one hire at a time, usually after something goes wrong. We give you each layer when you need it, and the next one when you outgrow it.

Our story

Why Tuulyp exists

We kept seeing the same thing, first from a small-business and construction lending desk, then as fractional CFOs: good businesses making big decisions on numbers nobody fully trusted. The fix was usually split between a bookkeeper, an outside accountant, a software vendor and a payroll provider who rarely spoke to each other. Tuulyp puts those pieces in one place, run by people who have sat on the lender’s side of the table and the operator’s.

We are based in Vancouver, British Columbia, and work remotely with clients across Canada and the United States, inside your systems and on your calendar.

Cultures and languages

Different backgrounds are the starting point, not the problem

Our clients, their teams and their owners come from many cultural, linguistic and social backgrounds. We don’t treat that as something to manage around. We design for it: how decisions are communicated, how feedback travels, how authority is expected to look, and how finance is explained to people who think about money differently. A reporting pack nobody in the room fully understands is not a reporting pack.

Why it matters

Wealth built in one generation is often gone in two

Entrepreneurial families rise into wealth and fall out of it with striking regularity, and the cause is rarely the market alone. It is usually governance: weak decision-making allowed into strategic roles, succession left to chance, and no one positioned to say no. Large public companies, with boards, auditors and regulators, still struggle with succession and change. Scale that challenge up for a smaller, less-resourced company where one person’s judgement goes unchecked. The rare family firms that stay strong for generations, such as German brewers run by the same family since the eighteenth century, do it by keeping professional standards, not family status, in charge of strategic decisions.

Measure · assess · improve

A governance diagnostic, in plain numbers

We score how power is used and checked across six dimensions, then build the fixes into the same monthly rhythm as the finance work: decision-rights maps, a delegation-of-authority matrix, an advisory board, a family or owners’ charter, and a succession plan.

Example scorecard, for illustration only.