5 Reports Successful Business Owners Review Each Month
To run a profitable business, you have to know what’s going on in your finances.
There are five key reports that will help you run your business more efficiently and make smarter decisions. From these reports, you should be able to answer some key questions about your financial state.
1. Profit and Loss by Month
When reviewing this report, look for patterns.
- What is off?
- What is increasing or decreasing, and why?
2. Profit and Loss by Percentage of Income
This report tells you where you spend your money.
- How much of the sales you’re making are going to payroll?
- How much is going to insurance?
3. Percentage of Profit by Client
- What client makes up the largest portion of your profit?
- Are you paying them enough attention? Can you spend more time with them and increase their overall value?
Remember, eighty percent of your income comes from your top 20 clients.
4. Balance Sheet This Year vs. Last Year
- Is your bank balance higher or lower compared to last year?
- Are your liabilities higher or lower?
- Do you need to consolidate loans so you’re paying less interest and increase your cash to pay other bills?
- Are your accounts receivable larger or smaller?
5. Budget vs. Actuals
- Are you on target?
- Do you need to adjust your sales goals?
- Is payroll in line with your budget?
- Do you need to hire and more importantly, can you hire?
What monthly reports are critical for your business? If you have questions about any of these reports or need help setting them up, reach out and we can help!
Our Latest Insight
There is a frustrating stage of growth when the business makes more money and becomes harder to run. You expected growth to create leverage. Instead, your calendar is fuller and decisions take longer. Projects compete for the same people. Expenses become harder to explain. Accounting needs more information from Operations. Operations needs more information from Accounting. And the accounting systems that carried you to $2 million were not built for $15 million. Nothing necessarily looks broken. That is what makes this stage so deceptive. The processes that got you here may still work. Your people may still be good. Your customers may still be buying. What changed is the weight your existing structure is being asked to carry. At $2 million, you can still personally compensate for the gaps. Somewhere on the road to $5 million, $10 million, or $15 million, that stops being possible. The business did not suddenly become dysfunctional. It outgrew its dependence on informal coordination. Part 5 of a 5-part series on the COO-Accounting relationship
If Article 3 felt a little too familiar, your first instinct may be to call a meeting. You tell Operations and Accounting they need to communicate better. That will not fix it. The five warning signs were never personality problems. They were signs that your accounting systems and routines were never intentionally built around how these two functions work together. People cannot follow a structure that does not exist. Accounting cannot inform decisions they do not know are being considered. Your COO cannot use financial information they cannot access in time. The fix is not complicated. That does not mean it happens naturally. Most of what you need to build will feel almost obvious. Recurring conversations. Clear handoffs. Shared definitions. Access to the right information. This is not glamorous work. That is probably one reason it gets overlooked. For the first few months, you may have to follow up constantly. People will forget. Meetings will get moved. Someone will make a decision and skip the handoff. Then something starts to change. The follow-up becomes unnecessary. Information moves without you. Problems get caught earlier. Eventually the results look effortless from the outside. They were not. You built the relationship that made them possible. Part 4 of a 5-part series on the COO-Accounting relationship
Article 2 ended with a question. What would you actually see first if this relationship started breaking down inside your business? Here is the answer. You would see five things. If you are like most owners reading this, you are already looking at two or three of them. None of the five announces itself as a communication problem. Each one shows up as friction inside your accounting systems, wearing a perfectly reasonable disguise. That is the difficulty. On the surface, none of these looks like a broken relationship. Each looks like something else entirely. A busy month. A tough quarter. A personality difference between two people who were never going to be friends anyway. Every one of them gets explained away the first time you see it. That is exactly what makes them expensive. This article does not fix any of it. Article 4 does that. The job here is naming what is already sitting in front of you. Most owners walk past these signs for years without recognizing what they are looking at. Part 3 of a 5-part series on the COO-Accounting relationship
