The decisions worth getting an accountant into early.
Selling, buying, valuing, raising, restructuring. Compliance work tells you what already happened. This is the work that changes what happens next, scoped as a project, priced before it starts, run by the same person who already knows your numbers.
Someone has made an offer
Or you are about to make one. Before you answer, you want to know what the business is actually worth and what the structure does to your tax position.
You want out in three years
Exit value is built well before the sale. The work now is making the numbers, the margins and the dependencies survive a buyer's scrutiny.
A number needs defending
A share transfer, an EMI scheme, a shareholder falling out, a bank. Someone wants a valuation with reasoning attached, not a multiple off the back of an envelope.
Business valuations
An indicative valuation built from your own numbers rather than a sector rule of thumb. Earnings basis, asset basis and a discounted cashflow where the forecast supports one, with the assumptions written out so you can argue with them. You get the working, not just the figure.
Share valuations for tax
Valuations prepared for a specific purpose: an EMI option grant, a share transfer between shareholders, a gift into trust, a probate figure. Prepared on the basis HMRC expects for that purpose, with the reasoning documented in case it is ever questioned.
Sale readiness & exit planning
The gap between what you think the business is worth and what a buyer will pay is usually fixable, given eighteen months. We find what drags on the valuation, owner dependency, customer concentration, messy records, unrecognised liabilities, and work through it in order of what moves the price most.
Deal support, buy or sell side
The financial seat at the table alongside your solicitor and corporate finance adviser. Modelling what the offer really means after working capital and earn-outs, reading the other side's numbers, and pressure-testing the assumptions the price rests on before they are locked into a document.
Financial due diligence
If you are buying, someone should read the target's numbers properly rather than take the seller's summary on trust. Quality of earnings, what is recurring against what happened once, and the liabilities that are not on the face of the accounts. A report that says what we found and what it changes.
Modelling & funding packs
A three-statement model you can run scenarios in, and the pack that goes with it when you are asking a bank or an investor for money. We build the numbers and the narrative that supports them. Arranging the finance itself is someone else's job, and we will tell you whose.
Part-time finance director
For businesses that need finance thinking every month but are years away from hiring a finance director. A day or two a month: the numbers reviewed, the board pack written, the awkward questions asked before someone outside the business asks them.
Where the line sits
Some of the work that sits near this is regulated activity, and a management accountant is the wrong person for it. Rather than discover that mid-deal, here is the boundary in writing. Where something falls outside it we say so on the first call and introduce someone who holds the permission.
How an engagement runs
A conversation
What the decision is, what the deadline is, and whether we are the right people for it.
A scope
One page: the question, the work, the deliverable, the fee. Fixed before anything starts.
The work
Done from your records, with questions asked as they arise rather than saved for the end.
The walkthrough
We talk it through, you push back, and it lands as a decision rather than a document.
Let's talk about your business.
No obligation, no pitch. Just where you are and where you're heading.
Registered in England and Wales, no. 17052920
Fleet, Hampshire
Chartered management accountant, CIMA member in practice.
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