Let me get the confession out of the way first: I find fixed assets genuinely fascinating. Not in a "someone has to do it" way — in a stay-up-too-late-thinking-about-componentization way. Twenty-seven years across accounting, systems, data, capital projects, implementations, reporting and transformation, most recently inside Sage Software, and before that in the finance and systems teams of capital-intensive organizations that felt every one of these decisions.
I am not a CPA. I am not a tax accountant. I do not have that personality and I have stopped apologizing for it. What I have is decades in the operational middle of this work, where the register meets the humans, and that is exactly where the interesting failures live.
Because fixed asset trouble has no respect for org charts. A reconciliation failure can be born in project setup. A reporting gap can trace back to a data decision somebody made years ago in a hurry. A furious complaint about software turns out to be a governance problem wearing a very convincing software costume. Having stood in all of those rooms is what makes it possible to tell them apart quickly.
I built Fixed Asset Consultant to make that judgment available — and then, deliberately, to make it repeatable. The methodology, the assessment structure, the delivery model and the documented findings belong to the firm. My experience is where they came from; it is emphatically not where they stay.
In practice that means every engagement is built to leave something behind: written policy, documented process, reconciled data, trained people, and reasoning that survives long after everyone in the original room has moved on. I want your team to outgrow me. That is the goal, not a risk.