For a business that needs senior finance and cannot justify the salary. Fixed price per month. No lock-in.
Built on your own systems and numbers. No cost, no commitment.
Almost every owner we meet is asking the same six questions — and their accounting software can’t answer any of them.
The same revenue can leave wildly different profit — it comes down to how the business is built. Answering those four questions, every month, with numbers you can trust, is what this service is.
The deliverable, why it matters, and the evidence. Nothing is here twice.
| The deliverable | Why it matters | The evidence |
|---|---|---|
| 0113-week cash flow — including payrollRolling, updated weekly. GST, PAYG, supplier runs and wages visible before they collide. This is working capital. | Cash is how small businesses die — and how the ATO becomes the problem. Your accounting software forecasts 90 days and leaves payroll out. | 80% of Australian SMBs had a cash-flow impact last year; late payments alone cost the average SME ~$29,000 a year.OneBook, 2026 |
| 02Debtors and creditorsWho owes you what, how late, chased in the right order. | Late debtors quietly fund your customers’ businesses out of your account. | Australian SMEs are paid 6.9 days late on average; wholesalers wait 35 days past the due date.OneBook · ScaleSuite, 2026 |
| 03Profit by location and service / product lineThe blended number, split every month. | One company-wide profit figure hides the winners and the losers alike. | In a typical multi-line business, the top 20% of products or customers generate 150–300% of total profit — the rest quietly give it back.Kaplan & Cooper (Harvard), the whale curve |
| 04Budget, and monthly varianceTargets by team and location, tracked against actuals, variances flagged early. | A budget nobody tracks is a wish. The variance is where the management is. | 75% of businesses say manual spreadsheet budgeting is a significant pain point.Fathom financial planning survey |
| 05Three-year model, and scenariosKept current. The hire, the site, the lease, the loan — modelled before the money moves. | Every big call looks affordable in an annual budget and lands as a cash problem two months later. | Growth consumes cash before it returns it — revenue can rise while cash gets tighter.Anders CPAs + Advisors |
| 06Management accounts, with written commentaryFixed date every month: what moved, why, and the decisions in front of you. | Statements are not the deliverable. The explanation is. | 90% of SMEs use their adviser mainly for compliance or admin — not strategy or growth.Findex SME Growth Index via CFOtech, 2026 |
| 07The monthly meeting CFO packOne hour where the call gets made and owned — plus calls and emails in between, at a reasonable level. | A report can tell you what to decide. It cannot decide with you. | 64% of SMEs say their current adviser lacks the capability for broader guidance; 85% lack strategic advice for growth.Findex SME Growth Index, 2026 |
| 08Team performance & bonuses Bolt-onEach person’s billings against what they cost the business — plus a bonus tracker they log in to themselves, and a manager view of who is on track. | People chase targets they can see. A bonus someone can watch grow does the managing for you — and a miss shows up in the month, not the post-mortem. | Incentive programs lift performance by 22% on average — and by 44% when they run beyond six months.Condly, Clark & Stolovitch meta-analysis · Incentive Research Foundation |
The numbers match the table above — so you can see exactly which deliverable arrives in which pack, grouped by where it lives: the dashboard, the report, or the meeting.
Entry pack |
Finance pack |
CFO pack |
|
|---|---|---|---|
| In the dashboardAlways on. You log in and it is current today. | |||
| 0113-week cash flow — including payroll, updated weekly | ✓ | ✓ | ✓ |
| 02Who owes you what, and how late — debtors and creditors | ✓ | ✓ | ✓ |
| 03Profit by location, service line and person | ✓ | ✓ | ✓ |
| 04Budget by team and location, with monthly variance | – | ✓ | ✓ |
| 05Three-year model, and the scenarios you run on it | – | ✓ | ✓ |
| In the board reportWritten by me, on a fixed date, every month. | |||
| 06Management accounts with written commentary — what moved, and why | – | ✓ | ✓ |
| The decisions in front of you, written down with a recommendation | – | ✓ | ✓ |
| Only in the meetingCannot be delivered by a screen or a document. | |||
| 07One hour a month — the call made, and owned | – | – | ✓ |
| Calls and emails in between, at a reasonable level | – | – | ✓ |
| Bolt-onAdded to any pack, priced with it. | |||
| 08Team performance & bonuses — billings vs cost per person, with their own bonus portal | + | + | + |
Your own private, encrypted portal — not a spreadsheet floating around in email.
The owner sees everything; each manager sees only their own numbers. Accountability from the data, not from you chasing.
Open it any day and trust the number — reconciled and current, not a monthly PDF.
Board-ready and clear enough to act on in seconds. No jargon, no finance degree.
This is the system’s biggest advantage: every connection cross-checks the others. Payroll against the ledger, the bank against both, bookings against what was invoiced, ad spend against the revenue it produced. Each system you plug in makes every number harder to doubt.
Intelligent insight, not automated noise.
Two quiet byproducts: one version of the truth — meetings start at the decision, not at whose spreadsheet is right — and when a bank or a buyer eventually asks, the evidence trail already exists.
Built on your systems, your numbers. No cost, no commitment.