Monthly packages, forecasts, budgets, and dashboards built around the decisions you're making, not a stack of reports nobody opens.
Here is what you actually receive: monthly financial statements, a management reporting package, KPI dashboards, budget-versus-actual reporting, cash flow reporting, job-costing reports, inventory reporting, and profitability reports by department, location, project, or client. Delivered on a set date, in the same format every month, so trends are readable at a glance.
We do not build reports simply because accounting says a business should have them. We build reports around the decisions management needs to make. Which jobs made money and which ones only looked like they did. Whether cash will cover payroll and the equipment payment in the same week. How the quarter compares to the budget, and where the gap came from. Businesses in construction, healthcare, retail, and professional services across Kentucky each lean on this differently, and the package is shaped accordingly.
Accounting and Financial Reporting produce the information. Controller Services ensure that information is accurate, consistent, understood, and used appropriately.
Reporting built for people who have to make decisions, covering everything from monthly packages to job-level profitability.
A consistent set of statements and supporting schedules delivered on the same date each month, with a note on what changed and why.
Read moreA forward look at what's coming in and going out, so payroll, tax payments, and big purchases stop colliding in the same week.
Read moreAn annual plan built from your history and your goals, broken down by month so it's something you can measure against.
Read moreWhere you landed against the plan, line by line, with the variances that matter explained rather than just highlighted in red.
Read moreA handful of numbers that genuinely drive your business, tracked over time. Not forty metrics on a screen nobody reads.
Read moreLabor, materials, and overhead assigned to the job that incurred them, which is the only way to know which work is worth bidding again.
Read moreAccurate counts and costing so your margins are real, your balance sheet is honest, and shrinkage shows up before it's a year old.
Read moreStatements assembled from your records in the format lenders and bonding companies ask for when they want something formal.
Read more
A standard P&L is organized for accounting, not for running a company. A construction firm needs to see gross profit by job. A medical practice cares about revenue per provider and where collections are stalling. A retailer wants margin by category and what inventory is tying up cash. Same underlying transactions, completely different views. The work starts with a conversation about what you're trying to decide, and the chart of accounts, the reporting package, and the dashboard get shaped around that. If a report doesn't change anything you'd do, it doesn't need to be in the package.
Reporting is only useful if it shows up while the information still matters. Numbers that arrive on the twenty-fifth describe a month you can no longer do anything about. Getting the close tight means the routine work has to be current all along: reconciliations done, accruals recorded, revenue cut off in the right period. Then the close is a short review rather than a reconstruction. Clients here get a delivery date and the package arrives on it, along with a plain summary of what moved. Follow-up questions get answered by the person who prepared it.
Usually yes. Most lenders want a balance sheet, income statement, and cash flow statement prepared consistently. If they specifically ask for a compilation, review, or audit, those are defined engagements with different levels of assurance, and a review or audit requires a CPA firm. Bring the request over and we'll sort out what's actually being asked for.
A bookkeeper produces statements from the transactions recorded. Reporting takes it further: what changed against budget and prior periods, what's driving the variance, where cash is heading, and which parts of the business are actually profitable. The bookkeeping is the input. The interpretation is what makes it useful.
Yes, though it means restructuring how costs get captured going forward. Labor, materials, subcontractors, and overhead all need to route to a job rather than a general expense account. That's a chart of accounts change plus some new habits in the field. Historical jobs can sometimes be partially reconstructed, depending on what detail exists.
Book a consultation. Bring whatever you have, even if it is a mess, and we will tell you straight what it needs.
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