Management information
Management information that helps you run the business
The most useful numbers arrive early enough to change a decision. IFM’s management information and consultancy work turns reliable records into a concise view of performance, cash and the next choices.
Monthly management accounts
A management pack should be built around decisions, not volume. It may include a profit and loss account, balance sheet, cash position, comparisons with budget or prior periods, and a short explanation of material movements.
The exact frequency and contents are agreed around the business. They are not statutory accounts and should not be presented as an audit or assurance report.
Measures that belong to the business
Useful KPIs vary by model. Revenue alone rarely explains performance. Depending on the business, the pack may look at gross margin, recurring income, utilisation, debtor days, order flow, customer concentration or another measure connected to the way value is created.
Measures are selected for the business and explained without unsupported benchmarks or promises of results.
Cash-flow forecasting
A forecast brings expected receipts, payments, tax, payroll, finance and owner drawings into one forward view. It should be updated as assumptions change, not prepared once and left untouched.
Budgets and business plans
A working budget gives the management team a reference point for decisions. A business plan brings the commercial proposition, market, operating plan and financial assumptions together for internal use or an external reader such as a lender.
Specific work for funding applications or forecasts relied on by third parties needs a separately agreed purpose and responsibility.
The review conversation
The pack is only the starting point. A structured review focuses on what changed, why it changed, the cash effect and the next action. The quote states the reporting frequency, attendees and review arrangements.
Fees
Fees are quoted on request. The scope states record-quality assumptions, reporting frequency, forecast period and the number of review meetings.
Next step
Bring one live management question
Tell us what you cannot currently see clearly: cash, margin, performance against plan or the financial case for a decision.
Ready for a clearer next step?
Tell us what needs attention and we’ll explain how we can help.