With extensive financial experience spanning two decades, Aman Tagore has reshaped how businesses manage their finances. Her role bridges the gap between traditional accounting and strategic financial leadership. She works closely with business owners and leaders to translate complex financial information into clear, practical insights they can actually use.
As CEO of Reach Professional Accounting, Tagore has worked with countless clients, helping them see beyond the numbers on the sheets and invoices, translating that into tangible results that drive business growth. She has helped organizations, clients, and firms navigate complex financial challenges, empowering them to make smarter financial decisions for the road ahead.
Given her extensive financial experience, she also serves on the board of directors of several community leadership and advocacy groups, including the Toronto Council on Aging, and supports initiatives focused on mental health awareness and aging populations. Tagore spoke to us about what makes Reach Professional Accounting unique, her advocacy work, and her vision for the future.
Your motto is: “Accounting is more than numbers.” How do you use your motto to strengthen companies?
For me, that really means using financials as a decision-making tool, not just a record of the past, like books are done. A lot of business owners are getting reports, but they’re not getting clarity a meaning behind those reports. We focus on helping clients understand what is actually driving their performance, where cash pressure is coming from, and where there are opportunities to improve. Once that happens, they stop reacting to the issues and start planning with intention. So that shift alone completely changes how the business actually operates.
What is the biggest challenge facing your firm right now, and how are you addressing it?
One of the biggest challenges right now, I would say is that business owners are looking for strategic financial guidance, but they don’t have in-house teams to support that. They’re growing, but they don’t always have a clear visibility into what’s happening financially. We are really focused on expanding our role as a strategic partner, giving clients access to the senior-level financial support, like directional CFO services; in a way, that’s flexible and practical for them.
On a recent engagement, we were brought in to stabilize a finance function where the month-end closing was taking over 20 days, and the board reporting was inconsistent. An annual audit was repeatedly flagging some process concerns. Now, in this scenario, cash wasn’t the issue, but clarity was the issue. The internal accounting team needed a structure; they needed mentorship and a better system. We took that engagement, and we focused on three things: rebuilding the closed process, developing a broad report that gave leadership a clear and consistent view of the organization’s financial position, and putting procedures in place that aligned with the audit requirements. What we saw is that within the same fiscal year, the month-end close came down from 20 to 10. The Board now receives a monthly report and has given very positive feedback on the visibility that we provided to them.
How are you leveraging AI and automated technology in your firm?
We see technology as a way to strengthen what we do, not to replace it. Automation helps us streamline a lot of foundational work, things like data collection and reporting, so we can spend more time on the interpretation of those reports and establishing a strategy. That’s where the real value is for our clients. At the end of the day, you still need judgment, contact, and experience to guide you. And that’s something technology can only support, but cannot replace.
Can you tell us about the community or advocacy work that you do?
I serve as a board director and treasurer for the Toronto Council on Aging, where I support financial governance and accountability. For me specifically, that work is really aligned with how I think about business in general. It’s not about the financial outcome; it’s about contributing to something broader and supporting the communities we are part of. That mindset carries through into how we work with our clients as well. When we choose our client to work with, the same commitment carries to the client. We are very proud to support Youth Unlimited Toronto, as such organizations do meaningful work in the community. For a cause-driven organization like this, the stakes are high because they’re a not-for-profit and charitable organization, and there is an absolute need for clear financial reporting, especially for the boards composed of passionate volunteers.
What are your next steps for the future of Reach Accounting?
We will continue to grow as a strategic partner to our clients, which is the firm’s core mission. That means expanding our advisory work, increasing access to CFO level support, and helping more business owners move from reactive financial management to more proactive decision-making. We will also continue to refine how we communicate what we do, so it’s easier for business owners to understand how we can support them. But at the core, the focus stays the same, helping clients feel confident and supported in every decision they make for their business.
David Messiha | Staff Writer
