For your business
Books that close. Reports you trust.
Accounting done properly and reporting built on top of it, so the monthly numbers arrive in the first week and mean the same thing every time.
- Median close
- 6 days
- Reports in hand
- Day 7
- Never hourly
- Fixed fee
The monthly rhythm
Numbers in the first week, every week one.
A three-week close is not an accounting problem, it is a sequencing problem — and it costs you the first half of every month making decisions on last quarter's information.
Reconcile
Banks, cards, payroll and billing tied out. Accruals and prepaids rolled forward from templates prepared before month end.
Review
Departmental spend against budget, with a cause attached to anything past the materiality threshold you agreed once and we stopped relitigating.
Close
Books locked. P&L, balance sheet and cash flow published to the same place they were published last month.
Explain
Variance commentary, KPI refresh and the two or three things worth your attention, written in sentences.
Owners and deadlines
- Bank & card feeds reconciledBookkeeping
- Revenue cut-off & deferralsArthIQ
- Accruals & prepaidsBookkeeping
- Payroll & benefitsPeople Ops
- Flux reviewArthIQ
- Books lockedController
- Variance pack & commentaryArthIQ
What it covers
Bookkeeping through to board-ready reporting.
Accounting and a fast close
Bookkeeping, reconciliation and a written close calendar with an owner and a deadline for every task. Most companies arrive at nineteen days and land under seven within a quarter, because the constraint is sequencing rather than effort.
Financial reporting that ties out
P&L, balance sheet and cash flow that agree with each other and with the bank, produced on the same days every month, in a format your lender and your board both accept without a follow-up email.
Budgeting with the people who spend
Department owners build their own numbers against agreed targets. Budgets handed down get ignored; budgets built by the person accountable for them get defended, which is the entire point.
Forecasting on drivers, not guesses
A rolling forecast that runs on the handful of things that actually move your business, so changing one assumption takes a minute rather than a weekend, and cash lands where the operations say it should.
Variance analysis that names a cause
Not that you missed by $136,000 — that new business and expansion were ahead, and churn plus discounting took more than both together. Different sentence, different owner, different meeting.
KPI dashboards, always current
The dozen numbers that run the company, defined once and refreshed automatically. No more decks assembled the night before with three versions of gross margin in them.
Profit and loss
| Line | Actual | Plan | Var |
|---|---|---|---|
| Revenue | 2,410 | 2,300 | +110 |
| Cost of revenue | (554) | (552) | −2 |
| Gross profit | 1,856 | 1,748 | +108 |
| Sales and marketing | (642) | (610) | −32 |
| Research and development | (868) | (820) | −48 |
| General and administrative | (298) | (286) | −12 |
| Operating income | 48 | 32 | +16 |
Gross margin 77.0% against 76.0% planned. Operating income is ahead despite $92K of opex overrun, $68K of which is payroll timing rather than a change in the hiring plan.
Reporting
One table, both facts.
Operating income came in ahead of plan even though operating expenses ran $92K over, because gross margin was a point better than budgeted. Two facts, opposite signs, same table.
Reporting that shows only the good half is how a board gets surprised in month nine by something that was visible in month three.
Plan to actual, bridged
Axis truncated at $3.90M — on a zero-based scale a $290K step against $4.2M is about ten pixels.
Variance
Every gap has a cause.
Most reporting tells you revenue missed by $136K. A bridge tells you new logos and expansion were both ahead, and that churn plus discounting took more than the two of them together.
Different sentence, different owner, different meeting. The size of a gap is trivia; the cause is the only part anyone can act on.
Dashboards
The dozen numbers that run the company.
Defined once, written down, refreshed nightly. No more decks assembled the night before with three versions of gross margin in them.
Operating summary
ARR
$6.42M
Net burn
$214K
Runway
19 mo
NRR
112%
CAC payback
14 mo
Burn multiple
1.3×
IllustrativePlaceholder figures created for design purposes. They do not represent any actual company or engagement.
Who does the work
A named accountant.
A named analyst.
Not a rotating pool and not a ticket queue. You will know the two people on your account by name, they will know your business, and they will tell you when a number looks wrong before you have to ask.
Next step
Thirty minutes,
and no documents.
The first call is about what you are deciding and what your current numbers can and cannot answer. If we are not the right team for it — or you only need one of the three tiers — we will say so and point you somewhere better.