Planning, Analysis & Advisory

Bookkeeping maintains accurate records of what has already happened in your business. Advisory support takes those records and uses them to answer forward-looking questions — how much cash will we have in three months, what does margin look like if we hire two people, or can we afford to take on a new contract. The two services complement each other directly, which is why many clients use bookkeeping and financial reporting as the foundation for ongoing planning work.

Yes. We can start by establishing a clean baseline — tidying up records, reconciling accounts and setting up reliable reporting — before moving into planning and forecasting. Trying to build a credible forecast on incomplete data produces unreliable results, so getting the numbers right first is always the practical starting point. This initial stage typically runs alongside a structured bookkeeping review.

Either. We can build a budget from scratch using your actuals, pipeline and cost structure as inputs, or we can take an existing budget and stress-test the assumptions behind it. Once the budget is in place, we also set up simple variance tracking so the plan remains a useful management tool month to month rather than a document that gets filed away.

Yes. Scenario modelling is one of the most practical outputs we produce. We typically build best, expected and worst case versions covering pricing changes, new hires, stock levels, overhead increases or a funding injection — then translate each scenario into its impact on cash, operating profit and runway. This gives leadership a clear picture of which decisions are affordable and which carry material risk.

We anchor every forecast to your historic trading performance, current pipeline visibility and known capacity constraints — rather than building upward from an aspirational number. Models are reviewed regularly so they stay calibrated as conditions change. Forecasts that drift too far from operational reality lose their usefulness quickly, so keeping the assumptions honest is central to how we work.

Yes. We can prepare board-ready summaries covering key KPIs, cash runway, gross margin trends, risks and recommended actions. These are built on reliable management accounts and reporting, which provides the structured monthly data that makes board packs credible and consistent. Investor-ready projections follow the same discipline, with assumptions documented and outputs structured for external scrutiny.

Better profit forecasting and structured planning often surfaces tax decisions earlier — giving you more time to act on them. For example, understanding your projected taxable profit three months ahead creates options that aren’t available when you only see the number at year-end. For filing, compliance and formal tax advice, that work sits within tax preparation and compliance, which connects naturally to the planning work.

Yes — headcount, PAYE, employer NIC and pension costs are routinely built into forecasts and budget models. For businesses where payroll is a significant cost line, we model different hiring scenarios directly, showing how each affects cash flow and margin over a 12-month horizon. If you need payroll management and processing to sit alongside the planning work, that can be arranged as part of a broader engagement.

We price by scope for one-off projects — for example, a standalone forecast build or a scenario modelling exercise — and by monthly retainer for ongoing advisory. Pricing is confirmed after an initial discovery call where we establish what’s included, how frequently we’ll review outputs, and what decisions the work needs to support. There are no opaque packages: you know exactly what you’re getting before work begins. If you’re also considering management accounts alongside advisory, combined scope is priced together.