Your clients are on nine different systems. I read all nine, and I ask about what doesn't add up.
A standard process puts every client on the same footing. What happens after that is the part that matters. I notice the supplier nobody flagged, chase the missing invoice weeks before the filing deadline, keep the reason you booked it that way, and ask better questions at month twelve than I did at month one.
If you want to find out what I can do for you,
Nobody asked me to look. I looked.
One supplier drifting from a tenth of spend to a third. Two suppliers paid into the same bank account under different names.
A customer sitting on a large receivable, announcing a restructuring in a newspaper, where no accounting system will ever read it.
Every client's deadline is the same day.
A law firm's deadlines scatter across matters. Yours stack. Every client's return falls on one date, four times a year, and you cannot start a single one until that client sends you what they owe you.
So the first fortnight goes on chasing, and the work itself gets compressed into the last few days. That is where a wrong VAT treatment slips through unnoticed.
File late and the penalty is automatic.
A tool is the same on day four hundred. I'm not.
Month one I ask about everything, because I can't yet tell a real exception from this client's normal. By month three I've stopped asking about the things that never mattered.
By month twelve I flag the four that do, and I've learned your house style, your risk appetite, and which partner wants the detail.
Three firms pitched. All three said responsive.
You are in a room with a manufacturer who has outgrown their bookkeeper. You tell them you are responsive, you know their sector, you will get the books clean. So did the two firms before you.
The prospect writes down your fee and nothing else.
The constraint isn't demand. It's setup.
Xero here. Sage there. A spreadsheet and a shared mailbox at the third. Every new client is weeks of mapping before anyone produces a number worth reading.
That work is why you take on six clients a year instead of twenty.
The partner who understood that client retired in March.
Every practice has clients whose quirks live in one person's head. Why that cost was capitalised. Which approver needs three emails. What the auditor pushed back on two years ago and how it was settled. None of it is written down, because the person who knew it never needed to write it down.
Then they leave, and the next person rediscovers it by making the same mistakes.
The reasoning stays. Not just the numbers and the filings, the why underneath them. Who decided, when, on what basis, and what happened the last time it came up.
Quarter to date €312k against €340k budget.
8% under, almost all of it the north plant line.
Modelo 303 due 20 October.
Tooling capitalised over four years.
The 2019 presses are still on the floor.
Decided by the partner who left in March.
Sanz now 31% of purchases, was 12%.
Bertrand restructuring, €240k owed.
Nuria answers on the third ask.
They read the numbers three weeks after the month they describe.
The books close, the accounts get produced, the client reads them near the end of the following month.
Every decision they made in between was made without them.
Want to watch Cait run a real day?
Two minutes, narrated. Quarter end, every client's return falling on the same date, and a client answered in their own language.
Take the guided tour ↗Try me.
The crazier your schedule, the messier your inbox, the thornier your follow-ups, the better. Bring me what you'd hide from a new hire. Then ask me about it in three months.