Oregon Cannabis CPA & Accounting Services

Most of the accounting problems we see in Oregon are not caused by a missing rule. They are caused by a broken chain: the point-of-sale or cultivation system holds one version of reality, the bank holds another, Metrc holds a third, and the general ledger was never reconciled to any of them. By the time a tax return is due, there is nothing solid to build on.

The work of a cannabis accountant is to rebuild that chain and keep it intact month after month. Transactions get recorded and classified consistently. Bank and cash activity is reconciled. Inventory movement is recorded and tied out. The period is closed. Financial statements come out of the close rather than being assembled by hand. Tax planning and, where engaged, tax preparation then rest on records that were already correct before anyone started thinking about a return.

We specialize in accounting and financial services for Oregon cannabis businesses, across cannabis accounting, bookkeeping, inventory accounting, financial reporting, tax planning and fractional CFO support.

There are three views of inventory in every cannabis business and they are rarely identical: the physical product on the shelf, the operational record in the seed-to-sale and point-of-sale systems, and the accounting inventory carried in the general ledger. Reconciling those views is a monthly discipline. Variances are identified, explained and recorded with support — waste, shrink, theft, data entry, mis-scanned transfers — rather than plugged.

Adjustments and transfers get the same treatment. Internal transfers between licenses or locations move cost, not just quantity. Write-offs are documented at the time they happen. When ending inventory is reliable, cost of goods sold and gross profit follow from it, the month-end close finishes cleanly, and the year-end tax workpapers already have the support they need.

See our inventory accounting service.

The quality of a cannabis business's cost of goods sold figure is a direct function of the quality of the records beneath it. Purchase documentation establishes what inventory cost. Production records establish what was made and from what. Inventory records establish what remains. Accounting records tie all three together and carry the result into the financial statements.

Where those records are complete and consistent from period to period, cost of goods sold is a supported figure that can be explained line by line. Where they are not, the figure is an estimate wearing a number's clothing — and it is the first thing questioned in a lender review, a due-diligence process or a tax examination.

A monthly reporting package for an Oregon cannabis operator generally includes an income statement, a balance sheet and cash information, with inventory, cost of goods sold, gross profit and gross margin presented clearly enough to compare across periods. Accounts payable, payroll and debt are visible rather than buried.

On top of the statements sit the management views: location-level reporting for multi-store retailers, entity-level reporting for groups, budget versus actual against the plan, and trend comparison so a change in margin is noticed in the month it happens rather than two quarters later.

Reporting is also the artifact everyone outside the business asks for — lenders, landlords, investors, potential buyers and, in due diligence, their advisors. Having it ready is often the difference between a transaction moving and stalling. See financial reporting.

A working cash plan accounts for inventory purchases and production spending, payroll and employer payroll costs, accounts payable timing, tax payments, debt service and capital expenditures — laid out on the weeks they actually occur rather than averaged across a quarter.

Expansion makes the timing question sharper. A new location, a build-out or an equipment purchase consumes cash well before it produces revenue, and the size of that gap is knowable in advance. Modeling it is not a prediction of the future; it is a way of seeing which weeks are tight and deciding early what to do about them.

We update projections against actuals so the model stays honest. No forecast is guaranteed, and assumptions are stated so you can challenge them. See cash flow planning.

Location-level accounting means every store or facility carries its own sales, inventory, cost of goods sold, payroll and direct operating costs, with shared and corporate expenses allocated on a consistent, documented basis rather than dumped on whichever entity paid the bill.

Inventory needs the same separation, including movement between sites, so that a transfer moves cost as well as product. Cash handling is tracked per location so variances are traceable to a specific register and day.

The payoff is comparative reporting: gross margin, labor as a percentage of sales, basket metrics and contribution by site, with a consolidated view for the group. That is what tells you whether to invest in a location, change its management or close it.