The month, checked by someone who did not prepare it.
Whoever keeps your books stays. What gets added is the part one person cannot do for themselves: close the month on a fixed date, have a second person review it before it reaches you, and turn it into a report that says what changed and why. The same review is what finds the places money can leave without a decision behind it.
What one person cannot do for themselves
One person doing the entries, the banking and the office paperwork is often exactly the right hire, and nothing here argues with that. What no one can do alone is check their own work.
What stays with your person
- The daily entries and vouchers, done where the documents are
- Banking, cash and the physical follow-up an office needs
- The admin, HR and paperwork that comes with the seat
- Day-to-day contact with your licensed tax and audit firms
What we add on top
- The month closed on a fixed date, every account reconciled or the gap named
- A second person reviewing the work before anything reaches you
- Profit and loss, balance sheet and cash flow, with what changed and why
- Budgets against actual, cash planning, and a review meeting when you want one
- The whole month documented, so it survives leave, illness and resignation
Statutory audit and tax filing stay with your licensed firms. They get accounts they can work from without a scramble.
What arrives each month, and on what date
On an agreed date, and the same date every month. A report that turns up whenever the work happened to finish is a report nobody plans around.
- Profit & loss, balance sheet, cash flow
- Monthly management report pack
- Budget vs. actual comparison
- Cash-flow and working-capital report
- Sales, cost and margin analysis
- Branch or project-wise reporting
- KPI dashboard
- Owner, board and investor reporting
- Figures that tie back to what was filed, so the pack and the return agree
The monthly report as a picture and as a statement: where the revenue went, every line of the income statement, the balance sheet and the cash flow.
Where every revenue dollar wentOne dollar of revenue, split into the cents that went to each kind of cost and the cents you kept. It answers what a margin percentage does not: which costs are actually taking the money.Built from the closed ledger, every share tied to accounts you can open.
The client portal, shown with sample data.
Who is actually behind it.
A report is only as good as the close underneath it, and the close has more than one pair of hands on it.
- The person who runs your close, keeping entries current and every account reconciled through the month.
- The reviewer who checks the month before the pack is written, so the commentary explains real numbers.
- The same pack templates our USA clients take to their boards, in English, adapted to your business.
What the second pair of eyes finds
Reviewing a month properly means looking at the same places money leaves a business from. That is a controls review, and it comes out of this work rather than being sold as a separate thing. The output is a written findings note ranked by what each gap could plausibly cost you, and a corrective list you can work through. This is an internal review. It is not a statutory audit or an assurance engagement, and we do not describe it as one.
A controls review that hands back forty findings in no particular order is the same as no review. You read it, agree it is all true, and do none of it. So the output is ranked by what each gap could plausibly cost you, not by how quickly it could be closed.
Where we look is decided the same way. Money leaves a business at a small number of points, and the risk sits wherever it can move without a second person seeing it. Expenses and purchases, sales and collection, and anywhere cash or stock changes hands.
What the document test actually is
- Not whether a document exists, but whether it would survive somebody asking for it a year from now, when the person who filed it has left.
- Whether the same reconciliation difference keeps reappearing, which is usually a process fault rather than an arithmetic one.
- Whether approval happened before the money moved or was recorded afterwards to tidy the file.
- Whether one person can start and complete a payment on their own. This is the single question that separates most control failures from the rest.
Work we have done, and what changed.
These are engagements of our United States practice, not Bangladesh clients, and the logos are shown with permission. They are here because they are the standard your work in Dhaka is done to.
Audit-ready ahead of the buyer's deadline
The company received an audit request from a potential acquirer. The accounts had been maintained but never reviewed, documentation was thin and reconciliations were inconsistent.
Performed a full balance sheet review, rebuilt reconciliations for the trailing twelve months, and assembled a due diligence package.
The audit was completed without material findings.
One model, rebuilt from the accounts every month
Leadership wanted real weekly, monthly and quarterly reporting, but the model ran about two months behind, had no transaction-level ledger feeding it, and the core reports were kept by hand. The numbers could not be trusted in time to make decisions.
One model now rebuilds from live accounting data into a weekly cash view, monthly statements with budget against actual, and a quarterly board pack, all tied back to the accounts. The monthly refresh is a routine, not a rebuild. The work also surfaced that most of the receivables were past due, which became the top near-term cash priority.
A cash forecast that ties back to the accounts
No reliable forward view of cash. The existing forecast ran on broken formulas and stale data, and could not answer the basic question of how much cash would be on hand in the coming weeks.
A live cash forecast now pulls invoice and bill level detail straight from the accounting system, with realistic payment timing built in and every number tied back to the accounts. Leadership sees a rolling 13-week cash position and plans around it instead of guessing.
When you do not need this
If the accounts are small, the reports are read once a year, and no decision is waiting on the numbers, this layer would be a cost without a job. And if what you really need is a second pair of hands for data entry, the answer is a hire, not us. We say both of these out loud on the first call when they are true.
Frequently asked questions
What arrives each month?
Profit and loss, balance sheet and cash flow from accounts that are genuinely closed, budget against actual with the variances picked out, and a short written note on what moved. A monthly call to talk it through if you want one.
When does it arrive?
On an agreed date, and the same date every month. A report that turns up whenever the work happened to finish is a report nobody plans around.
Can we get the margin by branch or by product rather than just in total?
Yes. That is usually the reason people ask for a pack in the first place. It needs the chart of accounts to carry the split, which is part of the setup rather than something bolted on afterwards.
Are these audited accounts?
No, to either half of this. The monthly pack is management reporting, and the review is an internal one: its output is a findings note and a corrective list, not an opinion. Statutory audit and assurance are ICAB licensed work and we do not do them, and we are careful not to describe this as one. Both are built so that an audit is a shorter conversation, not so that either can stand in for one.
Will this undermine our accountant?
No, and it is not meant to. Their daily work stays theirs. What changes is that the month they prepare now gets closed on a date, checked by a second person and turned into reports someone reads. Most people doing the work alone are glad someone checks it.
Do we have to change our software?
No. We work in what you already run. If the software itself is what is holding the month back, we will say so and show the options, but that is a conversation, not a condition.
What happens if our accountant resigns?
The close calendar, the checklists and the working papers live in documented form with us, not in one person's head. The handover becomes a file to hand over, not a reconstruction, and your reporting does not stop while you hire.
What do you actually look at?
Controls over expenses, purchases, sales and collection. Reconciliations and the supporting documents behind them, tested for the gaps rather than skimmed. Where cash or stock moves in ways nobody can fully explain, that is where we start.
What happens when you find something?
You get a written findings note ranked by what it could cost you, and a corrective action list you can work through. Ranked matters. A list of forty issues with no order is the same as no list.
We are about to be audited. Is this worth doing first?
It is the most common reason people ask for it. Finding out what will be raised before somebody else raises it is a far less costly conversation.
More general questions are answered on the contact page.
Get a free review of your accounts.
No charge. Send us what you have and you get a reply within one working day, saying honestly whether we can help and what it would cost.