Know your numbers
before the quarter does.
We build the budget, track it against actuals every month, and reforecast as conditions change — so decisions are made on where the business is heading, not only on where it has been.
Overview
A budget is only useful once you track the gap. The value is not in the plan itself — it is in catching the variance early enough to do something about it, which means a monthly rhythm rather than an annual ritual.
Most businesses we meet have a budget somewhere in a spreadsheet, prepared in April and never opened again. By the time the year-end accounts show what actually happened, every decision that could have been influenced has already been taken.
We work the other way round: a bottom-up budget signed off by the people accountable for it, actuals compared against it every month, each variance explained by what actually drove it, and a forecast that is revised each quarter to reflect reality.
At a glance
Who it is forWhy it matters
A budget earns its keep
on the month it is questioned.
Illustrative — actuals slip through the first quarter, the gap is flagged in August, and a revised forecast resets the trajectory.
What we do
Planning and tracking,
built around your cycle.
Annual budgeting
A department-wise revenue and cost budget built bottom-up from your operating plan, with sign-off from every function head before it is locked.
Cash flow forecasting
Week or month-wise projections of receipts and payments, so funding gaps and surplus periods are visible well before they arrive.
Variance analysis
Budget-versus-actual reviews that separate volume, price and cost drivers — so you know exactly why a number moved, not only that it did.
Rolling forecasts
A forecast that extends forward every quarter instead of expiring at year-end, kept current as sales, costs and markets shift.
Scenario planning
Best-case, base-case and downside models for a new launch, a price change or a funding decision, so the trade-offs are clear before you commit.
Capex planning
Phased capital expenditure schedules aligned to funding availability and payback, so major purchases do not strain working capital.
Break-even & sensitivity
Clarity on the volume or price point where the business turns profitable, and how sensitive that number is to cost or demand swings.
MIS dashboards
A monthly management pack — profit and loss, cash position, key ratios and variances — in a format your leadership team can act on in minutes.
Budgets for lenders
CMA-format projections and financial models prepared to the standard banks and NBFCs expect when reviewing a loan proposal.
How we work together
A cycle, not a
one-time exercise.
Build the budget
We work with each department to set realistic, bottom-up revenue and cost targets for the year.
Track monthly
Actuals are compared to budget every month, with variances flagged as soon as they appear.
Explain the gap
Each variance is broken down into what actually drove it — volume, price, cost or timing.
Reforecast
The plan is revised each quarter to reflect what is actually happening, not what was assumed in April.
Common questions
Answers before you ask.
Our books are not closed monthly. Can we still do this?
Not usefully, no — and that is the first thing to fix. A variance report built on incomplete books measures bookkeeping delay rather than business performance. Where books are behind, we get them current first; for clients on our accounting service, that discipline is already in place.
How is this different from the projections prepared for a bank?
A CMA projection is prepared once, to a lender's format, to support a proposal. A budget is prepared for you, tracked every month, and revised when it turns out to be wrong. We prepare both, and the second makes the first far more credible — a business that already tracks against a budget is a business whose projections a credit officer believes.
What do you need from us to start?
Two or three years of financials, the current year's figures to date, and an hour with whoever owns each cost line. The quality of a budget depends almost entirely on whether the people responsible for the numbers helped set them — which is why we build bottom-up rather than dividing last year by twelve.
Is this worth it for a business of our size?
If you have ever been surprised by a cash shortfall, or discovered a margin problem months after it began, then yes. The scale of the exercise changes with the business — a single-unit trader needs a cash flow forecast and a break-even, not a nine-department budget — but the discipline of comparing plan to actual is worth having at any size.
Next step
See where the
numbers are heading.
Share your latest financials and we will show you what a working budget and forecast would look like for your business.