About Norwell
We built the kind of firm owners usually wish they had earlier.
After years inside leading global audit and advisory firms, we kept seeing the same pattern — businesses outgrowing their fragmented finance relationships without access to the kind of integrated financial thinking that large corporations took for granted. Norwell is built to close that gap.
The coordination problem
Most business owners manage three separate financial relationships: a bookkeeper who records activity, a tax preparer who prepares the return, and a part-time CFO who tries to plan from whatever reports are available.
That fragmentation is expensive. Taxes get filed on incomplete information. Forecasts rely on stale books. Compliance reacts to strategy instead of supporting it. The business pays for multiple relationships and still lacks one coherent financial picture.
Norwell was built around a different premise: bookkeeping, tax strategy, and CFO advisory should share data, rhythm, and accountability. When they do, business owners stop managing handoffs and start making better decisions.
Small and mid-size businesses deserve the same quality of financial thinking that large corporations take for granted.
— M Bilal Malik, Founder & Principal
M Bilal Malik
Founder & Principal
Bilal brings nearly 10+ years of experience at Grant Thornton and Deloitte to everything Norwell does. He began his career at Grant Thornton Pakistan in audit, serving banks, insurance companies, and petroleum firms, then deepened his expertise at Grant Thornton Riyadh across IFRS engagements for hospitality and insurance clients. He spent six years at Deloitte & Touche working across complex financial services — banks, private equity firms, investment valuation models, and non-performing loan portfolios — with technical work across both IFRS and US GAAP. He then joined Deloitte's San Francisco practice on PCAOB and AICPA audits and SEC-registered clients, including Fortune 500 companies. His hands-on ERP experience with NetSuite, SAP, and Dynamics 365 means he understands how finance functions actually operate inside real organizations, not just in theory.
Integration over isolation
Advisory work improves when every financial function can see the same operating reality.
Proactive over reactive
We would rather shape the year early than explain the damage at year-end.
Precision over volume
A smaller client roster creates room for senior attention and sharper judgment.
Candor always
The advice has to be useful, not merely pleasant. We tell clients what needs attention.