Capital you cannot use
Money may be sitting with a taxing authority when it could be funding operations, hiring, investment, debt reduction, or growth.
For CFOs and tax leaders
You filed the returns. Closed the audit. Paid the adviser. But capital may still be trapped in overpayments, recurring errors, and work your team should no longer carry.
Request a scoped second lookStart with one tax area, reporting period, process, system, or recurring issue. You do not have to replace your current adviser.
$255M
Additional tax savings identified after the same periods and tax types had already been reviewed.
$4B+
Tax savings recovered for clients last year.
Tax only
No audits, attest work, or financial-statement opinions.
The expensive assumption
Done does not always mean complete.
A return can be filed while an overpayment goes unnoticed. An assessment can be resolved while the cause remains in the system. A process can be compliant while consuming far more time than it should.
Completion tells you the work ended. It does not tell you the drag is gone.
Errors that keep returning
Correcting one filing does not always fix the data, configuration, policy, or process that caused the problem.
Work your team should not carry
Your specialists may be collecting records, reconciling exceptions, and maintaining workarounds that should have disappeared.
Exposure that stays quiet
An unresolved position can sit unnoticed until an audit, acquisition, system change, or leadership question forces it into view.
The cost of waiting
Tax drag rarely announces itself.
It repeats quietly.
- Another filing cycle.
- Another manual reconciliation.
- Another issue accepted because it was accepted last year.
- Another quarter where trapped capital cannot be used.
- Another workaround that becomes harder to remove.
What you are buying
You are not buying another report.
You are buying a decision you can defend.
Is material value being left behind?
Where is it?
What evidence supports the finding?
What caused the issue?
Can the value be recovered or protected?
What will action require from your team?
How can the issue be stopped from returning?
Is further work worth the cost?
The offer
Start with one defined scope.
Choose the tax area, period, process, system, or recurring issue where the answer still feels incomplete. The initial review is built to determine whether the evidence justifies action.
What remains
The potential overpayment, exposure, recurring error, or operating burden.
What it may be worth
A grounded view of the financial value, risk, and internal effort involved.
Why it is happening
The process, data, system, policy, interpretation, or ownership gap behind the issue.
What happens next
Recovery, correction, defence, automation, process change, or a reasoned decision to stop.
How it works
Follow the evidence. Not a predetermined answer.
The scope stays narrow until the evidence gives you a reason to expand it.
Define the pressure point
Start where cash appears to be leaking, an error keeps returning, a past review felt narrow, or manual work is consuming the team.
Follow the evidence
Review the records, rules, transactions, systems, and processes relevant to the agreed scope.
Quantify the decision
See what was found, what supports it, what it may be worth, and what pursuing it would require.
Recover value. Close the cause.
Where action makes sense, move into recovery, remediation, process change, automation, compliance, or defence.
$255M
Additional tax savings identified after work had already been reviewed by other firms.
“Ryan has brought several ideas to us that we hadn’t looked at before.”
Tom Walker, Chief Financial Officer, Dallas Cowboys
Less disruption
Keep the adviser. Add the perspective.
Replacing an existing adviser can create cost, risk, and internal politics. A focused second look does not require that decision.
Start with one issue. Test whether the evidence supports action. Expand only when the value justifies it.
Why Ryan
Three reasons to look again.
A second-look record
Completed work can still contain material exceptions. A focused review tests whether anything worth acting on remains.
Tax advocacy without an audit role
Ryan focuses on tax and does not also serve as the client’s financial-statement auditor.
Recovery followed by prevention
Finding the value matters. Removing the cause keeps the same issue from becoming next year’s work.
This is worth exploring when:
- Your company operates across multiple entities, jurisdictions, or tax types.
- Another adviser has already completed a review.
- The same adjustments, notices, or exceptions keep returning.
- Your team is carrying too much manual work.
- You need evidence before funding a larger project.
This is probably not the next step when:
- You need a guaranteed recovery number before records are reviewed.
- Relevant information cannot be made available.
- The issue has no material financial, operational, or risk effect.
- You want a report but have no intention of acting on a finding.
- You are seeking a position that cannot be supported by law.
Common questions
Before you look again.
Does this mean replacing your current tax adviser?
No. The review can complement an existing relationship. Start
with one defined area and decide whether further action is
justified.
What can be reviewed?
A tax type, reporting period, jurisdiction, process, system,
transaction group, audit issue, or recurring error.
How much time will this require from your team?
That depends on the scope and availability of records. The first
conversation should define the information required, who needs
to be involved, and where Ryan can carry the work.
Are all engagements contingency based?
No. The fee structure depends on the tax area, the work, and
the outcome being pursued. The commercial terms should be clear
before the review starts.
What happens after the review?
You may stop because no material issue was found, pursue
recovery, correct the cause, defend a position, or expand the
scope where the evidence supports it.
Request a second look
Where might tax drag be hiding?
Share enough context to determine whether a defined review makes sense. The first conversation should identify the question, records, decision criteria, and stopping point.