Numbers that help you decide the next 13 weeks
Statutory accounts look backwards. Operators need a forward view: budget versus actual, cash runway, and a plan when sales or costs move. Fine Books builds management reporting that sits on your bookkeeping — financial planning and analysis, cash-flow forecasts and day-to-day cashflow management — so board and ops meetings start with facts, not a scramble in Excel. Practices can also use us as overflow for client management packs.
How we deliver this service for practices and companies
Managing financial planning and analysis
Budgets, reforecasts and variance analysis by product, site or channel. We explain why the number moved — volume, price, mix or cost — so you can act, not just annotate a spreadsheet.
Forecasting cash flow effectively
13-week and rolling cash forecasts that start from bank, AR, AP and known commitments. Seasonality, VAT quarters and payroll dates are built in, not added as a surprise.
Cashflow management
Weekly cash position, payment-run discipline, and early warning when collections or stock soak up working capital. The aim is fewer fire-drills and fewer unplanned overdraft conversations.
Cash is the constraint most boards underestimate
Profit on an accrual P&L can hide a VAT bill, a slow debtor or a stock build. Fine Books treats cashflow as a weekly operating rhythm: expected receipts, committed payments, and a buffer rule you actually follow. That is how growing companies avoid the “profitable but insolvent” surprise.
Board and investor packs in plain English
Budget vs actual with written commentary
13-week cash forecast tied to the ledger
KPI set that matches how you run the business
How we work with your accountant
We sit on the production side of the line. Statutory filings, audit opinions and regulated advice stay with the professionals you appoint. We keep the ledger, packs and evidence organised so they can work faster.
Yes. Forecasts that ignore a messy ledger invent cash that is not there. We either take over bookkeeping or work from a close you already trust — then layer FP&A on top.
P&L vs budget, cash forecast, working-capital snapshot, and a one-page narrative of risks and actions. We keep it short enough for a 30-minute ops meeting.
Yes. Lenders and investors want a forecast that reconciles to recent actuals. We keep that bridge visible so the model is defensible in diligence.
Accounts production says what happened. Management reporting says what it means and what happens next. You usually need both: a clean close, then a forecast that uses it.
