Your team records what happened. We take those same numbers and tell you what they mean, where the risk is, and what to do next. Monthly, with reports that are checked before you see them.
Pricing, hiring, investment: you decide on instinct because the data isn't there in time.
Better or worse, without a clear reason.
Or just more work and more obligations.
Not just what happened — but what comes next.
Every month we turn the numbers into a clear picture: where you're earning, where you're losing, and what to do next.
Four parts that go together every month, plus a list of limits — part of every report, not an add-on.
Revenue, direct costs, gross margin, operating costs, net result. By channel + consolidated, so you can see which part of the business actually earns.
Asset and liability positions across periods. You see how the position moves, not just where it is today.
Opening balance, all inflows and outflows, closing balance, with a three-month forward horizon. The reconciliation has to close — if it doesn't, the report shows the discrepancies.
Gross and EBIT margin, current and quick ratio, debt/equity, interest coverage, DSO (days sales outstanding), DIO (days inventory outstanding), DPO (days payable outstanding). Not just the number, but what it means.
When there's something in the data that affects the numbers, we don't hide it — we write it down, along with what needs to be done.
That way you know exactly how far you can lean on each number — and what needs to be sorted first.
Once a month we walk through the results together — what the reports show, what was needed, and what needs to be done by the next month.
Mapping costs by category and by channel, with allocation keys. Draft of the finance procedure. Tailoring the template to your structure.
Monthly reports, monthly session, template corrections as needed. The rhythm establishes itself.
All reports flow. The procedure is adopted. The focus shifts to the quality of the commentary and strategic insight.
The standard package works on its own. The add-ons come in when your business calls for them — not before.
Overview of receivables by customer and by invoice, debt aging, collection priority.
What sits, how long, what moves slowly — inventory as tied-up cash.
Gross margin by item and by client — which product and which client actually brings profit.
If you want to see plan versus actual every month, we build the budget with you first — a one-off. Then it feeds into the monthly report and the comparison runs on its own.
Click through the five parts and see exactly what you get each month.
Each row is the sum of movements across every period.
| Item | May 26 | Jun 26 | Jul 26 | Aug 26 | Total |
|---|---|---|---|---|---|
| Revenue | 2,180,000 | 2,640,000 | 2,410,000 | 2,950,000 | 10,180,000 |
| Cost of goods sold | (1,282,000) | (1,624,000) | (1,444,000) | (1,682,000) | (6,032,000) |
| Gross profit | 898,000 | 1,016,000 | 966,000 | 1,268,000 | 4,148,000 |
| gross margin | 41.2% | 38.5% | 40.1% | 43.0% | 40.7% |
| Operating expenses | |||||
| Salaries and benefits | (380,000) | (380,000) | (392,000) | (392,000) | (1,544,000) |
| Rent | (85,000) | (85,000) | (85,000) | (85,000) | (340,000) |
| Utilities and overheads | (42,000) | (38,000) | (51,000) | (47,000) | (178,000) |
| Transport and logistics | (96,000) | (118,000) | (104,000) | (129,000) | (447,000) |
| Marketing | (45,000) | (62,000) | (38,000) | (55,000) | (200,000) |
| Other operating | (112,000) | (98,000) | (121,000) | (106,000) | (437,000) |
| Total operating | (760,000) | (781,000) | (791,000) | (814,000) | (3,146,000) |
| EBIT | 138,000 | 235,000 | 175,000 | 454,000 | 1,002,000 |
| EBIT margin | 6.3% | 8.9% | 7.3% | 15.4% | 9.8% |
| Finance costs | (18,000) | (17,000) | (17,000) | (16,000) | (68,000) |
| Net result | 120,000 | 218,000 | 158,000 | 438,000 | 934,000 |
The balance sheet is a position, not a sum — there's no "Total" column. You read across the row to see how the position moves.
| Position | May 26 | Jun 26 ⚠ | Jul 26 ⚠ | Aug 26 ‡ |
|---|---|---|---|---|
| Assets — fixed | ||||
| Equipment and vehicles | 1,420,000 | 1,402,000 | 1,384,000 | 1,366,000 |
| Accumulated depreciation | (480,000) | (498,000) | (516,000) | (534,000) |
| Total fixed | 940,000 | 904,000 | 868,000 | 832,000 |
| Assets — current | ||||
| Inventory | 1,640,000 | 1,820,000 | 1,710,000 | 1,950,000 |
| Receivables from customers | 6,200,000 | 6,831,000 | 6,998,000 | 6,766,000 |
| Cash | 340,000 | 285,000 | 520,000 | 880,000 |
| Total current | 8,180,000 | 8,936,000 | 9,228,000 | 9,596,000 |
| Total assets | 9,120,000 | 9,840,000 | 10,096,000 | 10,428,000 |
| Liabilities | ||||
| Payables to suppliers | 4,100,000 | 4,699,000 | 4,894,000 | 4,885,000 |
| Loans — long-term | 1,280,000 | 1,248,000 | 1,216,000 | 1,184,000 |
| Loans — short-term | 820,000 | 755,000 | 690,000 | 625,000 |
| Total liabilities | 6,200,000 | 6,702,000 | 6,800,000 | 6,694,000 |
| Equity | 2,920,000 | 3,138,000 | 3,296,000 | 3,734,000 |
Three activities, each with its own subtotal. The reconciliation has to close.
| Item | May 26 | Jun 26 | Jul 26 | Aug 26 | Total |
|---|---|---|---|---|---|
| Operating activities | |||||
| Collections from customers | 2,109,000 | 2,028,000 | 2,326,000 | 3,294,000 | 9,757,000 |
| Payments to suppliers | (1,222,000) | (1,205,000) | (1,139,000) | (1,931,000) | (5,497,000) |
| Net salaries | (256,000) | (256,000) | (264,000) | (264,000) | (1,040,000) |
| Taxes and contributions | (124,000) | (124,000) | (128,000) | (128,000) | (504,000) |
| Other operating payments | (380,000) | (401,000) | (399,000) | (422,000) | (1,602,000) |
| VAT and income tax | (85,000) | — | (64,000) | (92,000) | (241,000) |
| Subtotal — operating | 42,000 | 42,000 | 332,000 | 457,000 | 873,000 |
| Investing activities | |||||
| No events in the period | — | — | — | — | — |
| Subtotal — investing | — | — | — | — | — |
| Financing activities | |||||
| Long-term loan repayment | (32,000) | (32,000) | (32,000) | (32,000) | (128,000) |
| Short-term loan repayment | (65,000) | (65,000) | (65,000) | (65,000) | (260,000) |
| Subtotal — financing | (97,000) | (97,000) | (97,000) | (97,000) | (388,000) |
| Opening balance | 395,000 | 340,000 | 285,000 | 520,000 | 395,000 |
| Net change | (55,000) | (55,000) | 235,000 | 360,000 | 485,000 |
| Closing balance | 340,000 | 285,000 | 520,000 | 880,000 | 880,000 |
| ✓ Reconciliation closes | |||||
Every indicator with a definition — not just a number.
| Indicator | May 26 | Jun 26 | Jul 26 | Aug 26 | Definition |
|---|---|---|---|---|---|
| Gross margin | 41.2% | 38.5% | 40.1% | 43.0% | Gross profit / revenue |
| EBIT margin | 6.3% | 8.9% | 7.3% | 15.4% | Operating result / revenue |
| Current ratio | 1.66 | 1.64 | 1.65 | 1.74 | Current assets / current liabilities |
| Quick ratio | 1.33 | 1.30 | 1.35 | 1.39 | (Current − inventory) / current liabilities |
| Debt / Equity | 2.12 | 2.14 | 2.06 | 1.79 | Total liabilities / equity |
| Interest coverage | 7.7 | 13.8 | 10.3 | 28.4 | EBIT / finance costs |
| DSO — days sales outstanding | 88 | 78 | 90 | 71 | Receivables / revenue × days |
| DIO — days inventory outstanding | 40 | 34 | 37 | 36 | Inventory / cost of goods sold × days |
| DPO — days payable outstanding | 99 | 87 | 105 | 90 | Payables to suppliers / cost of goods sold × days |
What we noticed in the data and what it means for you.
| What we noticed | What it means for you | What to do |
|---|---|---|
| Some accounts aren't reconciled with the source data | The numbers are shown, but not fully confirmed | Before a big decision, get confirmation from accounting on those items |
| One revenue item is concentrated in a single month | Not an error — but not recurring revenue either | Don't build the budget treating that item as recurring |
| One position has no confirmed opening balance | The movement for the period is shown, not the total position | Resolved by opening the prior-year balance |
| Receivables grew faster than revenue for two months | You're selling more, but the money is delayed | Prioritize collections over new sales |
This isn't an error in the report. This is the report telling you where not to lean blindly on the number.
A short conversation — what you have now, what's missing, and whether you even need this kind of engagement. If you don't, we'll tell you.