Business reporting packageUpdated September 7, 2026
Know what changed.
Decide what comes next.
A monthly reporting example for an established business that needs its accounting, cash decisions, and tax planning to work together.
Entirely synthetic example. These figures are not client results, benchmarks, or promised deliverables. Scope and cadence depend on the engagement.
| Measure | Actual | Budget | Difference |
|---|---|---|---|
| Revenue | 500 | 480 | +20 |
| Direct costs | 290 | 264 | +26 |
| Gross profit | 210 | 216 | −6 |
| Operating overhead | 150 | 144 | +6 |
| Operating result | 60 | 72 | −12 |
| Operating margin | 12% | 15% | −3 pts |
Revenue is $20,000 above budget, but the operating result is $12,000 below it. The difference column is actual minus budget; higher costs are unfavorable. This simplified management view excludes interest, income taxes, depreciation, and amortization.
Profit and cash tell different stories
$420,000 opening cash + $485,000 customer receipts − $290,000 direct-cost payments − $147,000 overhead payments − $25,000 loan payments − $40,000 equipment − $20,000 owner distributions = $383,000 closing cash.
Cash falls $37,000 even with a positive operating result. The example assumes no other cash movements; receipt/payment timing differs from the management report. Loan payments include both principal and interest.
Illustrative planning memoBusiness owner + finance team
Turn the close into a decision.
What deserves attention
The revenue increase did not translate into additional operating profit. Direct costs increased faster than sales, and equipment and owner distributions used cash. A useful review separates pricing, delivery costs, and working-capital timing.
| Question | Evidence / next step | Discussion owner |
|---|---|---|
| Where did the margin go? | Compare job or service-line revenue with labor, materials, discounts, and rework. Check cutoff and coding before changing prices. | Operations + accounting |
| What cash is available? | Refresh a 13-week forecast using aged receivables, approved purchases, payroll dates, loan payments, and proposed distributions. | Owner + finance |
| What changes the tax outlook? | Bring year-to-date books, prior projections, estimated payments, planned equipment, and owner income changes for a CPA review. | Owner + tax adviser |
Agree on the operating rhythm
Define a close cutoff, an exception list, and a monthly decision meeting. Each open question gets one owner and a due date. Update the forecast when a material assumption changes; keep the approved version with the meeting notes.
This memo poses questions. It does not recommend a distribution, equipment purchase, tax election, or financing action for your business.
Your decision / owner / due date
Business onboarding checklistPrepare for a scope conversation
Bring the records.
Start with the right questions.
For an established business considering ongoing accounting and advisory. Mark what is ready, then identify who can supply the missing pieces.
Do not send confidential records through the website inquiry. Confirm secure document access during onboarding. Checkmarks remain in this browser tab only and are not sent to Taxstra; print or save as PDF to retain them.