Reporting & control

When it is needed

• Month-end numbers arrive weeks late, or not at all.
• Different reports give different figures for the same thing.
• A problem surfaces only after it has already cost money.
• Someone spends days each month copying data between spreadsheets.

What we do

1. Choose the few numbers that matter

   Per role: what the owner or general manager needs weekly, what a line manager needs daily. Few enough to be read.

2. Fix the source

   Decide where each number comes from and who answers for it being right.

3. Set the cadence

   Which report, for whom, when, and what happens when a number is off.

4. Put checks where money leaks

   Approvals, reconciliations and checks placed where losses actually occur.

What you get

• 01A one-page weekly view for whoever runs the business.
• 02Daily or shift numbers for the managers who act on them.
• 03A defined source and owner for every figure.
• 04Checks on the points where money or quality leaks.

What it is not

• Not a dashboard project. A report nobody reads is removed.
• Not bookkeeping or tax. Your accountant keeps the books; we make the operating numbers useful.

Where it shows up

Sales and margin by line, orders late or open, cash coming in against cash going out, staff hours against activity, complaints by type. In hospitality: occupancy, average rate and cost per turnover.