Online coaching platform — ASC 606 in under a quarter

The engagement was structured as a leadership and architecture role. The accounting requirements — what ASC 606 demands of a multi-product subscription catalog, how coaching subscriptions differ from digital product sales, what "defensible" means to a next-round auditor — came from this side of the table. So did the data architecture: how the bespoke rev rec system needed to be structured, which exceptions to remediate first, how to rank the data quality work by materiality rather than by what was easiest to fix.

Before any build, the methodology was aligned with the client's CPA and tax professional. Recognition timing, deferral treatment, and the handling of the two product types were confirmed across all three parties. The system was built to a methodology everyone had signed off on — not a reasonable interpretation that would need to be relitigated later.

AI aided the execution of the data build. The diagnostic of the recognition data layer, the unit test pack, the remediation work — analytical tasks that would have taken a team weeks to scope and run moved in days. The governance held because the accounting logic and the architecture had a human owner throughout — reviewing every finding, directing what came next, and signing off on what was correct before it moved forward.

Two payment processors fed the system. Both were treated as untrusted sources until the data quality was proven. A units error in one of the feeds — silently overstating transaction amounts — was identified in the diagnostic, corrected, and reconciled across the full payment history before the system was validated.