Home / Budgeting & forecasting
Most accounting stops at reporting what already happened. Forward looking work is a separate discipline, and it is the one we lead with.
Most accounting stops at reporting what already happened. That is the part SARS needs and the part that keeps you compliant, but it is not the part that helps you decide whether to hire, to sign the lease, or to take the order that will stretch your cash. Forward looking work is a separate discipline, and it is the one we lead with.
Built in a working session with you rather than emailed over for approval. We start from your capacity and your pipeline, not from last year plus ten percent.
The single most useful document a business under pressure can hold. Receipts and payments week by week, so you can see the squeeze before you are inside it.
A three statement model you can drive. Change an assumption and watch it move through profit, cash and the balance sheet at the same time.
A budget only earns its cost if someone compares it to reality every month. Budget versus actual is part of the standard reporting pack, with commentary on the variances that matter.
A plan written in February is wrong by June. We reforecast on a rolling basis so the numbers you are working from reflect what has actually happened since.
The forecast is only as good as the underlying data. Because the same office does the processing, the model is built on numbers we already know are clean.
You get the working model, not a locked PDF. If you want to run your own scenarios at eleven at night, the file is on your machine and we will show you how it works.
Thirty minutes, no charge, no obligation. We look at where you are and what it would take to get current.
