SELECTED WORK / REPORTING & PLANNING
More accurate monthly reporting, backed by accounting data
Cash-flow and P&L reporting for directors and stakeholders, with greater depth and more accurate information behind the discussion.
- Audience
- Directors and stakeholders
- Reporting cycle
- Monthly
- Improvement
- Greater accuracy and depth
I have developed cash-flow models with integrated P&L reporting, including the requirements of businesses using invoice finance. The monthly reporting work gave directors and stakeholders more accurate, more detailed information, with real data supporting the insight.
What the reporting needed to do
Give directors and stakeholders a useful monthly view of financial performance and cash requirements. This meant bringing the accounting information into reports with enough depth to support the discussion.
What I built
I developed cash-flow models with integrated P&L reporting. My work included invoice-finance and factoring requirements, bringing funding considerations into the wider planning and reporting picture.
The improvement in the reports
The reporting became more accurate and more detailed, with real accounting data behind the insight. Directors and stakeholders had a stronger basis for reviewing the monthly position and understanding the numbers.
Related work: Xero-connected reporting
My reporting experience also includes AI agents that extract accounting data directly from Xero to produce tailored stakeholder reports, and custom API connections with Xero and other software. These capabilities can support a reporting project where the data and workflow make them useful.
Explore Xero integration and custom reportingWHAT CHANGED
More useful information for the monthly conversation
Directors and stakeholders received more accurate, more detailed monthly reports, with real accounting data supporting the analysis.
View an illustrative deliverable format
The sample below uses fictional figures. It illustrates a format, not this project’s records or results.
ILLUSTRATIVE DELIVERABLE
A reporting pack built around decisions
Fictional business and figures. This demonstrates a possible reporting format; it is not a client result or a claim about savings.
A useful pack connects performance, cash and actions. This simplified example shows the questions a stakeholder should be able to answer without rebuilding a spreadsheet.
| Measure | Actual | Budget | Difference |
|---|---|---|---|
| Revenue | 240 | 250 | 10 below |
| Direct costs | 144 | 150 | 6 below |
| Gross profit | 96 | 100 | 4 below |
| Operating costs | 72 | 70 | 2 above |
| Operating profit | 24 | 30 | 6 below |
| Measure | Month 1 | Month 2 | Month 3 |
|---|---|---|---|
| Opening cash | 80 | 55 | 65 |
| Cash receipts | 210 | 230 | 250 |
| Cash payments | 235 | 220 | 240 |
| Closing cash | 55 | 65 | 75 |
What the reader can act on
Gross margin is 40% in both actual and budget. Lower revenue and higher operating costs explain the £6,000 operating-profit shortfall. Cash falls by £25,000 in Month 1 despite a profit, so the next discussion should examine receipt and payment timing.
In a real engagement, source balances, refresh dates, forecast assumptions and unresolved exceptions would be visible. A fuller model would reconcile profit to cash and include the agreed treatment of tax, funding, working capital and other cash movements.
Discuss the reporting your business needs