Management accounts, findings ranked by rand impact, a 13-week cash forecast built from open invoices, working capital and committee packs. For a group running four to fifteen entities across more than one accounting system.
Most group finance functions have the arithmetic under control. The week that disappears comes after it.
Profit and loss, balance sheet and cash flow that reconcile to each other, at group or entity.
Entity, product line and general ledger account, with prior year and budget throughout.
Seventeen detectors over the ledger, ranked by what each is worth in rands.
Open invoices at their own due dates, adjusted by each counterparty's payment history.
Cycle, ageing, named exposures, and the cash between the book and your target.
Board, audit, risk and investment, assembled from the same ledger.
Because that holds, you can drill from a group total to the invoice in three steps, and see which account moved rather than which category. The audit trail is not a report written about the number — it is how the number was built.
Checked on every render, not at year end: the balance sheet balances to the rand in every entity and every month, profit after tax agrees across the profit and loss, the cash flow and retained earnings, closing cash agrees to the balance sheet, and 680 cross-foot checks run across every scope and period.
Seventeen detectors, recomputed every time and never stored. Ranked by rand impact rather than severity — a red flag worth eleven thousand does not belong above an amber one worth nine hundred thousand.
Two accounts that very nearly cancel. Gross margin falls; EBITDA does not move. It compared the entity's cost of sales ratio against its own eleven-month history, found the step, then went looking for an equal and opposite movement in an operating cost line. It was not given the amount, the month, the entity or the account. Every margin comparative for that month was wrong, and the audit committee pack now says so.
Open debtor invoices at their own due dates, each adjusted by that counterparty's payment history. Collection probability falls with age. Payroll, PAYE, VAT, debt service and committed capital sit on the statutory calendar. Three levers recompute live: collection rate, supplier stretch, and capital deferral.
Alongside it, the working capital cycle: full ageing tied to the control account, named concentration exposures, and the cash sitting between the book and the target you set — quantified per entity and per day, so a conversation about debtor days has a rand value attached to it.
Cover, agenda, numbered sections with live figures and a resolutions block, in a print view that circulates. Board, audit, risk and investment — each reading the same ledger.
A capital expenditure covenant at 14% headroom, the tightest measure in the group. Risk names it the binding constraint. Investment conditions every approval on lender consent. Board asks the Treasurer to engage the lender.
You land on the half hour before the meeting, not the finished pack: what has changed since this committee last met, and the ten questions you will be asked — each with the answer and the follow-up already computed.
Thirty days on your own month-end, under our standard evaluation agreement.
Figures on this page are from a worked example on a demonstration group, not a customer's ledger.