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How do I know when my business has outgrown its bookkeeper?
Five signs a professional services firm has outgrown bookkeeping alone, what the next layer of finance is, and what leaving it actually costs.
Articles
Written by a CIMA Member in Practice, for owners of professional services firms. No jargon, no hedging.
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Five signs a professional services firm has outgrown bookkeeping alone, what the next layer of finance is, and what leaving it actually costs.
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How management accounts differ from bookkeeping and year end, what a monthly pack should contain, and the signs yours is not earning its place.
The one number most owners never work out. Cash today, minus the tax you owe, divided by your fixed monthly costs. Here is the one hour financial fire drill that finds it.
Your year end is a whole year of data about your business. The sooner it is read, the more you can act on it, and over time that builds a business worth more when you come to sell.
Digital records and quarterly updates phase in from April 2026. Move now, calmly, not in a scramble.
Busy is not the same as profitable. Some of your best loved clients may be your worst earners.
You did the work and raised the invoice. Until it is paid, it does not keep the lights on. Most owners have never measured debtor days.
The point your business starts making money is the most important number most owners are not watching.
Filing accounts and tax is compliance. Helping you decide what happens next is a different job.
A tax return keeps you legal. It does not help you run or grow the business. That is a different job.
What the SRA is proposing on annual accountants reports, annual declarations and fixed penalties, and how a firm holding client money should prepare.
Your statutory accounts are the legal minimum, but they hold a year of data most owners never hear read back. Here is what is in them, and what to do with it.
Why the client account reconciliation still eats a day or two every month in most UK law firms, and what changes when the same work is done daily.
Why well produced management accounts often change nothing, and what it takes to turn a monthly pack into decisions the leadership team acts on.
How a law firm can use AI in its finance function without breaching client confidentiality or weakening its SRA Accounts Rules controls.
The three real AI risks for a solicitors firm, what the SRA expects on confidentiality and supervision, and the four layers of a defensible setup.
The five triggers that tell you finance needs outside help, the three models available, what each costs, and what to keep in house.
What a 13 week cash forecast needs to contain, how to lay it out, how often to update it, and the warning signs it should surface early.
What a part time finance director actually covers, when to bring one in, how an engagement runs month to month, and what it costs.
What banks actually test before they lend to an SME, the document pack you need, the ratios they model, and how to write a lending proposal that gets read.
The five levers that move cash in a small business, from invoicing and credit control to a rolling 13 week forecast, and what quietly drains it.