What I'll take care of...
Your bookkeeping ...
I’ll keep your financial records accurate and up to date using Xero or other software and simple digital systems that minimise the paperwork involved.
Your bookkeeping becomes something that’s managed throughout the year rather than something that needs to be sorted out when accounts are due.
Depending on your business, bookkeeping might include:
- Recording and categorising income and expenditure
- Bank and credit card reconciliations
- Managing supplier invoices and payments
- Recording customer invoices and payments
- VAT bookkeeping and preparation where applicable
- Monthly Payroll
- Sole trader accounts preparation
Your monthly profit picture ...
Once the bookkeeping is complete, I’ll turn the information into something useful.
Not only will I give you a detailed summary of where the business made and lost money over the previous month, I’ll highlight the causes and explain what we can change to improve profit results.
The aim isn’t to give you more financial reports.
It’s to give you a clear picture of how your business is performing.
Depending on your business, we might look at:
- Revenue and revenue growth
- Gross profit and margins
- Staff costs as a percentage of revenue
- Overheads
- Average fees or average sale
- Profit trends
- Cash position
- Performance against previous periods or targets
Your cashflow forecast ...
Keeping your accounts up to date tells us what has already happened. A cashflow forecast helps us look ahead.
I’ll use the information in your accounts, together with what we know about upcoming income and costs, to build and maintain a practical cashflow forecast for your business.
The aim is to give you greater visibility of what is coming, so you’re not making financial decisions based solely on the balance in the bank today.
This can help you see:
- What your expected bank balance could look like over the next 3, 6 or 12 months
- When cash may become tight before it becomes a problem
- Whether there is enough cash available to cover upcoming bills, tax and other commitments
- How much you may realistically be able to take from the business
- The potential impact of a large purchase, new employee or other investment
- When stronger cash periods are likely to occur
- Whether changes may need to be made to spending, pricing or payment collection
- How actual cashflow is comparing with what was expected
Turning information into action !
The real value comes from looking at the financial and operational information together.
If profit has fallen, we want to understand why.
Is revenue down?
Have staff costs increased?
Is labour time being underutilised?
Have costs increased without a corresponding increase in prices?
Are customer numbers growing but turnover not?
By regularly reviewing these areas, we can identify what’s changing and where your attention is most likely to make a difference.
You’ll receive clear observations and practical recommendations rather than being left to interpret the reports yourself.