Financial and management advisory
Accounting tells you what happened. Advisory tells you what decision those numbers call for.
What you receive
Operational budget
An annual budget by business unit with a conservative and an optimistic scenario, plus monthly variance reporting.
Unit costing
A costing system for production or service delivery, so the real margin on each product becomes visible.
Cash flow management
A thirteen-week liquidity forecast and identification of the points where a cash shortfall appears.
Financial statement analysis
Interpreting liquidity, profitability and leverage ratios against prior periods and the sector.
Management dashboard
One fixed monthly report carrying the measures the managing director will actually look at.
Where we start
With one question: which decision can you not make because you do not have the number for it? The answer decides whether the work starts with unit costing, cash flow or budgeting. A project that starts from a generic service list usually ends in a report nobody uses.
Unit costing, where most of the money is found
Many manufacturers allocate overhead in proportion to sales. The result is that high-volume products carry the cost of low-volume ones, and management advertises a loss-making line without knowing it.
Allocating overhead on the actual cost driver is usually the first thing that changes the profitability picture.
Common questions
Does this make sense for a small company?
Yes, with a narrower scope. For companies under twenty staff we usually start with a cash flow forecast and one simple monthly report.
What do we get at the end?
A working model in your own files, plus the procedure for updating it. We hand it over so your internal team can carry it on.
How long does it take?
Six to ten weeks to implement unit costing for a mid-sized manufacturer. About four weeks for an annual budget.