Ernest J. Brousseau, CPA, CFP®

No public regulatory filings, marketing materials, or ADV forms indicate the firm accepts outside clients. The naming convention — the principal's own name followed by professional designations — is consistent with a single-family office structure rather than a multi-family office or registered investment advisor serving the public. Without a website or public prospectus, the most reasonable classification is a private single-family office.

The CPA designation allows the principal to perform tax preparation, tax planning, and estate accounting in-house, while the CFP® designation certifies competence in retirement planning, investment management, and insurance analysis. For a family office, this combination means the same person can model the tax consequences of a portfolio rebalance, structure a generation-skipping transfer, and evaluate a direct private investment — without relying on external providers who may not see the full balance sheet. It is a structure built for families whose primary concern is wealth preservation rather than aggressive growth.

No. There is no public AUM figure, no Form ADV filing, and no media mention citing a number. Private single-family offices serving one principal are generally not required to report AUM, and this firm appears to follow that pattern.

The firm's sourcing model is not publicly described. Given the CPA-led structure, deal flow may come through accounting-firm networks, local professional associations, and the principal's personal relationships rather than the venture-capital or private-equity gatekeepers typical of larger family offices. Without public deal announcements or partnerships, the sourcing mechanism is likely relationship-driven and private.

No public information addresses succession. The single-principal structure creates an inherent key-person risk: the CPA and CFP® qualifications belong to the individual, not the firm, and the office's tax-integrated model depends on the principal's ongoing involvement. Common solutions in comparable offices include grooming a family-member successor with parallel licensure, arranging a sale-and-stay agreement with a larger multi-family office, or maintaining a written continuity plan with an external accounting firm — but none of these are confirmed for this entity.

No public portfolio disclosures confirm alternative-asset exposure. The CPA/CFP® skill set aligns most naturally with publicly traded securities, tax-managed mutual funds, municipal bonds, and directly owned real estate — all of which generate the tax events that a CPA-led office is built to manage. Private equity, venture capital, and hedge funds are possible but would typically require additional operational infrastructure or external fund-administration support that a lean single-family office may or may not maintain.

An allocator would begin by verifying the principal's professional credentials through state CPA boards and the CFP Board's public disciplinary database. Next steps include requesting the firm's investment policy statement, confirming custody arrangements through a qualified third-party custodian, and reviewing any third-party service-provider relationships — particularly for tax preparation, audit, and legal counsel. The absence of an ADV filing means no regulatory body has reviewed the firm's fee structure or conflicts-of-interest disclosures, so direct documentary diligence is the only available path.