Reporting built for the people who read it

Yes. We regularly attend board meetings to walk directors through the numbers and answer their questions.

Yes. We're used to multi-stream funding, grant acquittals and the reporting obligations that come with them.

Not necessarily. We’ll work with what you’ve got, aligning your systems and standardising how data is captured so the reporting is consistent. We’ll only suggest changes where they’d make a real difference.

A good board report gives directors a clear view of the organisation as a whole: its financial position, results against budget, cash and solvency, the key risks, and any decisions the board needs to make. It’s usually consolidated, with a short summary of each business unit, so directors can see the whole picture without getting lost in the detail. The aim is a concise board pack that helps the board ask the right questions.

Management accounts usually include a profit and loss, a balance sheet and a cash flow statement, with results compared against budget and the previous year. The most useful ones go further, breaking performance down by business unit, site or program (whether you’ve got one site or fifty), tracking the KPIs that matter most, and adding short commentary on what’s changed and why. They should always arrive soon enough after month end to act on.