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N° 01 / 08 · Service

Management Accounting & Consultancy

Monthly numbers, scenario consultancy, and the conversations that change next quarter — not just statutory ones filed late.

Engagement

Fixed retainer or project · quoted on enquiry

Speak about a management accounting & consultancy engagement
Overview Overview

This is the work that separates a year-end vendor from a true financial advisor. Two halves, run together: management accounting — the monthly figures, KPIs, variances and forecasts that show what the business actually does — and consultancy — the project work around the material decisions those figures surface. A founder asking whether to take the hire, take the round, take the offer, or take the year out is a consultancy question. We answer it with the numbers in front of us, not a deck written by someone who hasn’t read the books.

Included in scope

  • 01 Monthly management accounts & qualified commentary
  • 02 Quarterly KPI dashboards & variance analysis
  • 03 Cash-flow forecasting & scenario modelling
  • 04 Project consultancy on material decisions (hires, capex, pricing, M&A)
  • 05 Director remuneration & dividend strategy
  • 06 EIS / SEIS qualification & advance assurance
  • 07 Exit, succession & business valuations
In Practice

Where this shows up
in the work.

The discipline divides cleanly in two. Backward-looking — monthly accounts, variance against budget, KPI tracking, year-on-year comparisons — gives you the clearest possible read of where the business actually sits. Forward-looking — rolling thirteen-week cash forecast, scenario models for material decisions, capital-allocation reviews, transaction support — answers the questions that drive next quarter’s actions. The consultancy work sits in the second half: project-based engagements when a decision is on the table, run alongside the standing monthly cadence so the consultancy starts from a position of knowing the business, not from a pitch deck.

Recurring scenarios

  • 01 A six-figure decision sitting in the founder’s inbox — a hire, a piece of capex, a customer concession. We model it three ways and join the call.
  • 02 A funding round on the horizon — we build the investor model, stress-test the assumptions, and brief the founders on the questions diligence will ask.
  • 03 Margin compression that nobody can quite explain — we trace it to cost-of-sales drift, supplier-price creep, or pricing tiers that have lost their meaning.
  • 04 A balance sheet that’s drifted: aged debtors stretching past 60 days, stock building, deferred income unexplained. The monthly review catches it in week six, not month nine.
  • 05 A board pack that previously took the FD a week to prepare. We deliver it as a standing artefact on the second working day of the month.
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