Most businesses that come to us for consulting are not in trouble. They are trading, the filings go in on time, and something still does not add up — margins are thinner than they should be, one part of the business costs more than it returns, or a decision has been sitting unmade for months because nobody has laid out the numbers behind it.
Consulting here is the work of laying those numbers out, and then deciding what to do about them.
Where we are usually asked to help
Profitability and cost. Which products, sites or clients carry the business, and which ones quietly cost you money. This almost always starts with the accounts you already have rather than a new system.
Cash flow and working capital. Why the profit and loss says one thing and the bank balance says another. Payment terms, stock, receivables, and the timing of tax payments.
Structure and staffing. Whether the way the company is set up still fits its size — entities, departments, reporting lines. This includes the finance function itself: what is worth keeping in-house and what is not.
Reporting. Moving from spreadsheets that only one person understands to a monthly pack the management team can actually read. We do not resell software, and we will say so when the system you have is good enough.
Expansion and new activity. A second branch, a new product line, a new licence. What it costs, what approvals it needs, and how it changes your tax position.
How an engagement runs
What we do not do
We do not sell investments or financial products, and we take no commission from anyone we refer you to. We do not write strategy documents that nobody reads. If the answer turns out to be that your accounts are fine and the problem is somewhere else, we will tell you that.
