Accounting · Finance Operations · CFO Advisory
Figures & Finance manages the accounting and finance work behind growing businesses—from accurate records and month-end reporting to cash-flow planning and CFO-level support.
What we bring togetherAccountingFinance operationsReportingPlanningCompliance coordinationAdvisory
The pattern
The answer is not more effort in the last week of the month. It is a monthly operating rhythm with clear owners, evidence of completion, and outputs built for decisions.
Services
Each area stands on the ones beneath it—reporting is only as good as the records, and advice is only as good as the reporting. Start where the pressure is; the structure connects from there.
Accurate books, reconciled properly, closed on time.
The problem it answers
Records lag the business, reconciliations slip, and month-end has no fixed shape—so every question starts with cleanup.
Key outputs
Boundary
Cleanup, setup, and transition projects are scoped separately from the recurring monthly service. Statutory filings and regulated advice sit with registered advisers.
Reports that explain the business, not just record it.
The problem it answers
Reports arrive late and explain the past without clarifying the next move, so decisions run on instinct and bank balance.
Key outputs
Boundary
Reporting quality depends on the accounting foundation beneath it. Audited or assured financial statements are not produced here.
See the pressure before it reaches the bank account.
The problem it answers
Cash decisions arrive late because the forward view stops at today's bank balance.
Key outputs
Boundary
Forecasts support management decisions. They are not investment, funding, or valuation advice, and no outcome is guaranteed.
The recurring finance work, owned and kept moving.
The problem it answers
Invoices, approvals, expenses, and payroll inputs move only when someone chases them—and stall when that person is busy.
Key outputs
Boundary
Preparation and coordination are the default. Direct execution of payments or payroll is agreed explicitly in writing, never assumed.
Organized records and dependable support around filing deadlines.
The problem it answers
Deadlines arrive before the records and schedules the filings depend on are ready, and the adviser gets a shoebox.
Key outputs
Boundary
Figures & Finance organizes, prepares, and coordinates. Regulated tax advice and statutory filings remain with registered advisers in the relevant jurisdiction.
Senior financial thinking, without building a full executive finance team.
The problem it answers
Pricing, spending, hiring, and funding decisions are being made without senior finance input in the room.
Key outputs
Boundary
Advice frames the options and consequences; ownership of the decision stays with the business. Regulated investment and fundraising advice are out of scope. Requires an accurate accounting foundation.
Operating rhythm
Seven stages, in the same order, every period. Each one has a clear owner and evidence that it finished—so the close is a schedule, not a scramble.
What happens
Transactions, invoices, payroll inputs, and supporting documents enter the system as they occur, not in a month-end scramble.
Figures & Finance
Maintain the capture channels, watch for gaps, and chase missing items early.
The client
Provide system access and route documents and queries through the agreed channel.
Evidence of completion
A dated record of the period's inputs and an open-items list showing exactly what is still missing.
What happens
Bank, card, and control accounts are matched against the records, and every difference is surfaced rather than smoothed over.
Figures & Finance
Perform the reconciliations and work each unmatched item to a conclusion.
The client
Answer queries on items that need business context.
Evidence of completion
Reconciliation statements with exceptions resolved or explicitly carried forward with a reason.
What happens
A second pass checks the quality of the work: classification, cut-off, and unusual movements.
Figures & Finance
Review the prepared work and mark exceptions instead of hiding them.
The client
Confirm the judgment calls that depend on knowledge only the business has.
Evidence of completion
Review notes and a cleared exception list.
What happens
The period is finalized and locked. Late adjustments follow a controlled path instead of silently rewriting history.
Figures & Finance
Run the close checklist and lock the period.
The client
Approve the close position.
Evidence of completion
A completed close checklist with dates and owners.
What happens
Detail becomes a decision-ready management pack: statements, movements, and commentary.
Figures & Finance
Prepare the pack and explain what moved and what needs a decision.
The client
Read the pack and bring questions to the review conversation.
Evidence of completion
The issued management pack for the period.
What happens
The conversation turns to what the numbers mean for the next move—cash, pricing, spending, and priorities.
Figures & Finance
Frame the options and their consequences clearly.
The client
Make the decision. It stays with the business.
Evidence of completion
Noted decisions and actions, each with an owner.
What happens
Recurring friction is removed: process gaps, timing problems, and quality issues get fixed at the source.
Figures & Finance
Log issues during the month and adjust the process, not just the workaround.
The client
Agree the changes that touch the business's side of the process.
Evidence of completion
An issue register that gets shorter over time.
Outputs
The month ends in a management pack built for decisions, not a dashboard built for demos. Three pages carry the weight:
Illustrative format
Where the close stands, what is reconciled, and which exceptions are still open—each with an owner and a date.
Illustrative format
Profit and loss, balance sheet, and cash movement, with commentary on what moved and why it matters.
Illustrative format
The cash position ahead, the pressure points, and the actions agreed to stay in front of them.
Illustrative format — sample layout, not client data.
Who it serves
The service combination follows the situation, not a package tier. These are the situations the work is built around.
| Business context | Common break point | Immediate priority | Likely service combination |
|---|---|---|---|
| Startups & founder-ledOne entity, a small team, and finance handled around the founder. | Everything financial still routes through the founder. | A dependable foundation that runs without daily founder attention. | Bookkeeping & Accounting with Finance Operations |
| Growing businessesMore people, accounts, and approvals than the original setup was built for. | Month-end slips and nobody owns the exceptions. | A fixed monthly rhythm with clear ownership. | Bookkeeping & Accounting with Financial Reporting & Controls |
| Professional servicesProject or retainer billing, utilization pressure, and collection timing. | Billing lags delivery and collections stretch quietly. | Billing discipline and a forward view of cash. | Finance Operations with Cash Flow & Forecasting |
| E-commerce & retailMultiple channels, gateways, returns, and inventory movement. | Channel settlements never quite tie back to the bank. | Reconciliation across channels and real visibility on margin. | Bookkeeping & Accounting with Financial Reporting & Controls |
| International & multi-entityMore than one entity or country, with intercompany activity between them. | Consolidation and intercompany balances absorb every close. | A consistent close and consolidated reporting. | Financial Reporting & Controls with Virtual CFO & Advisory |
| Existing finance teamsAn internal team that needs capacity or a senior review layer, not replacement. | Key work depends on one person, with no cover and no review. | A defined support layer with clear boundaries. | Finance Operations with Financial Reporting & Controls |
Working discipline
Financial work runs on access, approvals, and judgment calls. Every engagement makes those explicit from the first day.
Point of view
Reports built on unreconciled records are opinions.
Every recurring task has a named owner and a date.
Numbers are explained in the language of the decision they serve.
Scope, handoffs, and responsibilities are documented, not assumed.
The first call
A clarity call is a working session, not a pitch. It follows three steps:
Systems, entities, deadlines, and who does what today—stated plainly, without judgment.
The one place where better finance work would change a real decision soonest.
Sometimes that is a proposal. Sometimes it is advice to fix something simpler first.
Start with a clarity call: the current setup, the highest-priority gap, and the clearest next step.