Where the accounts stop being a cost and start answering something.

Everything else on this site is work a business must do. This is the work it chooses to do — and it is the part where having the books, the returns and the audit in one office actually pays, because the answer is drawn from records somebody here already stands behind.

What is undertaken

What the numbers mean, for a business deciding to borrow, expand, restructure or hand over.

✓Project reports, projections and CMA data for bank finance
✓Costing, pricing and margin analysis
✓Cash-flow and working capital planning
✓Business structure and reorganisation
✓Partner and family succession planning
✓Due diligence and valuation support
✓Financial review for owners who want a second reading of their own accounts

The questions that actually come through the door.

Phrased the way businesses phrase them, because the accounting name for the problem is rarely the name the owner has for it.

“We are profitable but there is never any money.”

Almost always working capital. Profit is earned when you invoice; cash arrives when you are paid, and between the two sit stock, credit given and credit taken. The fix is usually in the cycle — not in sales.

“Which of our products actually makes money?”

Costing. Gross margin per line, with overheads allocated on something defensible rather than spread evenly. Businesses are regularly surprised by which line was carrying which.

“The bank wants projections.”

A project report and CMA data, built from your books rather than for the form. A lender compares what you project against what you have historically done, so projections disconnected from the accounts are the ones that get questioned.

“We want to bring in a partner.”

What the business is worth, what is being bought, and how the deed or the articles handle it — capital, profit share, drawings, and what happens if it does not work.

“My son is taking over.”

Succession is a structure question before it is a tax one: who owns, who signs, who is liable, and in what order it changes. Doing it deliberately is far cheaper than doing it in an emergency.

“We are buying a business.”

Due diligence. What the accounts say, what the returns say, what the two together do not say, and which liabilities travel with the purchase.

What will not be prepared.

Projections a business cannot meet. It is possible to write a set of figures that gets a facility sanctioned and impossible to write one that gets it repaid, and a loan taken against numbers that do not hold becomes the next problem rather than the solution to this one. Where the projections that support the borrowing look unreachable, you will be told that before the file goes in — which is occasionally an unwelcome conversation and always a cheaper one than the alternative.

General information, not advice. Advisory work is specific by nature. Nothing on this page is a recommendation for your business — it describes the kind of question that can be taken on and how it is approached.

Bring the question, not a brief.

“There is never any money”, “the bank wants something”, “my partner wants out” are all perfectly good starting points. The papers can follow.

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