About Us
A Philosophy Rooted in Accuracy and Clarity
In Greek mythology, Apollo is associated with truth.
We chose the name deliberately as a reflection of how businesses actually succeed or fail.
In our experience, most operational and strategic mistakes don’t stem from bad intentions or poor effort. Many times, they stem from financial records that don’t reflect reality.
When inventory is misvalued, margins are distorted.
When cash flow is misunderstood, risk compounds quietly.
And when reporting is treated as a compliance exercise rather than a decision‑making tool, leadership loses confidence in the numbers.
Our philosophy is simple: financial systems should tell the truth about the business as it actually operates.
That belief has been shaped by years of working inside inventory‑driven and operationally complex environments, particularly during periods of growth, transition, and system change, where the consequences of bad data are immediate and material.
How That Philosophy Guides Our Work
Accuracy on its own is not enough.
Truth only matters if it is enforced consistently and used deliberately.
That is why our work emphasizes:
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Disciplined structure over ad-hoc fixes
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Execution and control before strategy
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Financial systems aligned with operations, not abstract templates
We design finance functions so that accuracy is not dependent on individual heroics, and clarity does not disappear as complexity increases.
This approach influences how we build accounting systems, how we run the close, and how we support higher-stakes decisions: from capital planning to system transitions and growth initiatives.
Our Leadership
David Rim, CPA
Partner, CFO Advisory & Finance Leadership
David Rim serves as the CFO‑level partner for Apollo Accounting & Advisory’s clients, focusing on forward‑looking decisions, risk management, and the design of finance functions that support growth, scale, and operational change.
His role is centered on capital, strategy, systems, and judgment. David works closely with owners and executive teams on higher‑stakes decisions involving financing, facilities, growth strategy, and system transitions, while collaborating with Apollo’s controller leadership to ensure those decisions are supported by disciplined execution.
David’s experience spans manufacturing and distribution businesses with meaningful inventory, margin complexity, and working capital exposure. He has led lender‑facing financing processes tied to facility expansion and consolidation, helped leadership teams rethink growth strategy using balance‑sheet capacity to mitigate concentration risk, and supported buy‑versus‑lease and build‑out feasibility decisions where long‑term operating leverage matters.
He also plays a central role in finance‑function design, particularly during ERP and system transitions—working alongside controller leadership to shape chart‑of‑accounts structure, costing frameworks, and reporting architecture so that execution remains consistent as complexity increases.
David has served as a Chief Financial Officer and finance leader within inventory‑driven companies and private‑equity‑backed environments, as well as a Director in management and technology consulting. That background informs how he approaches CFO work today: grounded in operational reality, disciplined about risk, and focused on decisions that materially affect the business.
David is a New Jersey Certified Public Accountant and holds a B.S. in Accounting from Ramapo College of New Jersey.
Philip J. Santarpia, CPA
Partner, Controller Services
Phil Santarpia leads controller‑level execution and is the financial discipline for Apollo Accounting & Advisory’s clients. His work is focused on building, enforcing, and continually improving the day‑to‑day operating rigor of the finance function so that accuracy, cadence, and control are sustained as complexity increases.
Phil’s role centers on execution, structure, and repeatability. He owns the mechanics that make a finance system reliable: monthly close discipline, cash and working‑capital monitoring, budget and variance tracking, and inventory and cost controls; ensuring that strategic decisions are supported by dependable data.
He has extensive experience working with manufacturers, distributors, construction firms, logistics providers, and real‑estate‑oriented businesses, particularly in environments where financial processes need to be rebuilt or stabilized. Phil is often responsible for taking newly designed finance frameworks and making them operational, including leading data migration and conversion efforts during ERP and technology upgrades, remediating disorganized ledgers, and preparing companies for external review by lenders and outside CPA firms.
In client engagements, Phil works closely with Apollo’s CFO leadership, helping translate finance‑function design into consistent execution, and refining processes over time as transaction volume, reporting requirements, and operational demands evolve. His regimented, process‑driven approach provides the financial control and accountability that allow leadership teams to rely on the numbers with confidence.
Phil holds a Master of Science in Accounting from the College of Staten Island and is a Certified Public Accountant in the State of New York.