The conversations most accountants skip.
Most businesses only talk to their accountant when something is due. By then the decision has already been made and all that is left is recording it. Advisory moves that conversation forward, so the structure, the remuneration and the timing are chosen deliberately rather than discovered afterwards.
A recurring meeting with the lead partner — monthly or quarterly, depending on the engagement — working from current management accounts rather than a year-old picture. Agenda set in advance, notes and actions circulated after.
Salary, dividend and loan-account drawings each carry a different tax outcome for the company and for you personally. We model the combinations against your actual numbers and set a policy you can follow through the year, rather than reconstructing it at year-end.
Whether a holding company, separate trading entities or a trust adds protection and flexibility — or just cost and admin. Where a restructure is worth doing, we map the steps and the tax consequences before anything moves.
Banks and investors ask for a predictable set of things. We get the financials, forecasts and supporting schedules into the shape they expect, and stress-test the numbers you are putting in front of them.
What a buyer would actually pay for, what would give them pause, and what is worth fixing while there is still time. Succession within a family or management team is planned on the same footing.
Reporting packs for boards, shareholders or funders that lead with the decisions to be made, not just the figures for the period.
Documented finance processes — approvals, invoicing, collections, month-end — so the business does not depend on one person remembering how things are done.
A working session on the business as it stands: how it is structured, how you draw income, where the pressure points are, and what you want out of the next few years.
A brief setting out what we found, what we would change, in what order, and what each change is worth. Written down, so you can weigh it rather than remember it.
We do the work — restructures, policy changes, reporting — coordinating with your attorney or bank where a step needs them.
The engagement settles into a recurring cycle, so the next decision is discussed before it is made rather than after.
Compliance work records decisions after the fact. Advisory is about the decision itself — the structure, the timing, the remuneration mix — while it can still be shaped. The two run alongside each other, and we do both.
No. Advisory runs as a standalone engagement. It works better with current, reliable management accounts, so if the books are behind we will say so, but you are not obliged to move them.
Quarterly suits most owner-managed businesses. Monthly makes sense during a restructure, a funding round or a period of fast growth. The cadence is set when the engagement is scoped.
A fixed monthly or quarterly fee agreed before we start, based on the cadence and the scope. No hourly billing, and no invoice for phone calls.
A 30-minute call with the lead partner — whether advisory is the right starting point, and what an engagement would look like. No charge.
