Choose the measures that matter
Discuss revenue and expense trends, customer balances, supplier commitments and cash movements. Select reporting periods and departments or projects where the source records support that level of detail. A shorter report with reconciled figures is more useful than an unsupported dashboard.
Explain movements, not just totals
Prepare comparisons with prior periods or an approved budget and identify unusual movements for management review. Outstanding queries and data limitations remain visible. Management confirms the reasons behind operational changes.
Build forecasts around stated assumptions
A cash-flow forecast or budget can use management-approved timing of collections, payments and planned expenditure. Document assumptions and update them as circumstances change. Forecasts are estimates, not assurance, a valuation, an investment recommendation or a guarantee of funding.
Before we begin
Can you prepare lender information?
Accounting schedules can be prepared in an agreed format. A bank-required audit, valuation or certificate must be obtained separately from the eligible professional; loan approval is not promised.
Can reporting begin before the books are reconciled?
An initial report can identify information gaps, but unreliable balances need cleanup before management relies on the figures. The scope should distinguish provisional data from reconciled records.
Agree the work before sharing records.
Tell us the period, approximate workload and the help you need. We confirm the records, responsibilities, review process and fees before accepting the assignment. Use the enquiry form for a brief description; document exchange is arranged separately.
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