Settlements that don't reach the books
Settlement sheets and the GL drift apart, and event revenue gets recognized from memory instead of the settlement.
ŌSensei (formerly Sensei FinanceOS) · Sports & Entertainment
The close for live events.
The event is the unit of account. Every event settled, bridged to $0, and closed — so a season's economics are known event by event, not reconstructed at year-end.
The close runs on a Finance Operating System I designed and built — an agent-led close, with the major workflows run by an agent I direct and review.
20+ years accounting & finance
Controller-level leadership
MAcct + MSDS
Sports & Entertainment system built & proved
40/40 pilot checks — worked close
Gates at WD+2 · WD+3 · WD+5
These checks are from internal pilot builds, backtested on worked sample closes. They are not client results, and no client data was used.
Founder, Sensei Advisors
JoMar Hester, MAcct, MSDS
Founder | Financial Systems Architect
Fractional CFO / Controller · ŌSensei
G1 · WD+2Event settlements posted to the GL, tied to the settlement sheets.
G2 · WD+3Per-event P&L bridge to $0 — every event's margin explained.
G3 · WD+3Three statements tie — the season agrees with itself.
G4 · Audit-readyEvidence and workpapers checked to PCAOB standards.
The problem
Where event accounting breaks.
A season looks simple from the stands. Inside the ledger, it breaks in predictable places — and each one surfaces at the worst time: a settlement dispute, a partner distribution, a diligence request.
Event profit known at season's end
Shared costs are allocated by habit, and nobody knows which events made money until it's too late to act.
Cash controls at the door
Box office and event-day cash move at volume, with controls that don't match the exposure.
Cancellations handled ad hoc
Postponed and cancelled events leave deferred revenue, refunds, and sunk costs scattered across the books.
Premium seating split by hand
Suites and club revenue are split outside the system, inconsistently, event after event.
A season of one-offs
Every event is treated as an exception. No cadence, no comparable history, no season view.
The system
Built once, for live events. Run every month.
ŌSensei for Sports & Entertainment is a complete close system — settlements, per-event P&L, cash controls, and season reporting — installed on your existing accounting system, whatever that system is.
Event settlements
Settlements tied to the GL at Gate G1, Workday +2 — posted from the settlement sheets, not reconstructed after the fact.
Per-event P&L
Every event bridged to $0 unexplained at Gate G2: revenue, direct costs, allocated shared costs, and margin.
Cash controls
Event-day cash, box office, and counts handled under stated controls that match the volume.
Cancellations & deferrals
A playbook for postponed and cancelled events: deferred revenue, refunds, and sunk costs, each in its place.
Premium & hospitality
Suites and club splits handled inside the system, the same way at every event.
Season reporting
Three-statement ties at Gate G3, and a season view event by event — margins comparable across the season.
Audit-ready
Designed to be audited: the PCAOB layer.
Every ŌSensei build is built to US GAAP, with SEC-reporting discipline, SOX-ready controls, and a PCAOB layer — audit evidence and workpaper discipline built to PCAOB standards.
After the close gates pass, a separate Gate G4 — Audit-Ready — checks evidence, workpapers, and review. A failed G4 blocks the words “audit-ready,” not the statements.
International
Built for US and international diligence: the International layer.
ŌSensei is one build with modular activation. Each client picks a US track or an International track — the system underneath is the same. Every standard is anchored two ways: to the FASB Codification and to IFRS Accounting Standards as issued by the IASB. FASB- and IASB-friendly by design, so a diligence team reads the same file on either side of the Atlantic — no translation.
Framework set per entity
Each entity carries its statutory framework, the group reporting framework, and its presentation currency on one register. Nothing is forced into a single framework.
The bridge close
Local statutory close first. Then the framework bridge. Then group consolidation, then the investor pack. The bridge ties with $0 unexplained — or the close does not pass Gate G5.
Instruments read both ways
SAFEs, convertibles, preferred shares, and warrants are analysed under both frameworks before signing — because the same instrument can be equity in one framework and a liability in the other.
Local rules stay local
Statutory calendars, indirect taxes, withholding, and R&D credit evidence are captured in registers, and local advisors file. ŌSensei never replaces the local statutory accountant.
5 vertical pilots482 pilot acceptance checks passedGate G5 Diligence-Ready — Pre-seed to Series C8 deliverables per vertical (IX-1 to IX-8)
In the Sports & Entertainment pilot: 12 events in three currencies, withholding tied three ways at $128,969.20, and an IAS 37 provision recognised where ASC 450 disclosed only.
How it starts
Two ways to engage. One fixed price.
Start with a short diagnostic. If ŌSensei is a fit, the scope, price, and outcome are fixed before we start. No hourly billing.
ŌSensei Installed
The Sports & Entertainment system installed on your existing accounting system: reconciliations, schedules, review checkpoints, responsibility matrices, recurring workflows, gates, and reporting deadlines.
ŌSensei Operated
Sensei runs the close on the installed system. The major workflows are run by an agent I direct and review; judgment, exceptions, and sign-off stay with a person.
Productized, not hourly
Fixed scope. Fixed price. Defined outcome. The price is fixed after a short diagnostic, before work starts — the same model on every engagement.
See the system
The full Sports & Entertainment system and a one-page sample of the close are available on request.
Request a sampleFounder
Built by a Controller.
The Sports & Entertainment system is anchored in first-hand event accounting. JoMar ran event accounting — settlements and cash controls — for arena and stadium events at ASM Global, on top of 20+ years in accounting and finance that started at Grant Thornton and includes SEC reporting at a public manufacturer.
MAcctMSDS20+ yearsController leadershipFinancial Systems Architecture
Start with the accounting problem
If the event numbers are hard to trust, the system needs work.
Tell me what is happening in your accounting or finance operation. If ŌSensei is a fit, the scope, price, and outcome are fixed before we start. No hourly billing.
Prefer email? jomar@senseiadvisors.com
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