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23/10/2026

The clocks go back at 2am on Sunday, so this weekend has 49 hours in it.

Here's a use for the spare one that pays better than a lie-in.
• First quarter of an hour: open your unpaid invoices, sort by oldest and send three reminders
• Second: scroll back through two months of bank transactions looking for subscriptions. Everyone finds at least one they'd forgotten
• Third: write down every large payment due before 31 January. VAT, tax, insurance, the equipment lease
• Fourth: compare that list with what's set aside
One hour, and you'll know more about your cash position than you did on Saturday.

Or have the lie-in and let me do it. Book a call with us today.

21/10/2026

Some of the most organised business owners I work with have a habit that costs them. A bill arrives and they pay it that day.

It feels responsible. But a bill on 30-day terms paid on day one means your money spends a month in the supplier's account when it could have been covering your payroll. Do that with every bill and a permanent slice of working capital has been given away for nothing.
Paying late is no answer. Small suppliers have wages to meet too, and the customer who pays reliably is the one who gets a favour when they need it.
The answer is paying on the due date. Enter every bill with its real due date, run payments once a week for whatever falls due and check that run against the forecast before approving it. Ask regular suppliers what terms they offer as well. Plenty will give 30 days to a customer who has never paid late.

15/10/2026

A Friday job. Fifteen minutes, one spreadsheet.

Thirteen columns, one for each week between now and early January. Top row: what's in the bank today. Then money in, entered on the date each customer normally pays. Be honest here. If they always take 45 days, an invoice that says 30 changes nothing.

Underneath, money out: wages, rent, suppliers, loan repayments. Then the ones that ambush people: the VAT quarter, PAYE, the insurance renewal, the Christmas bonus promised back in June.

The bottom row is the closing balance for each week. Scan along it. Somewhere there's a dip, usually where payroll and VAT collide. Found in October, that week can be fixed by moving one payment date or chasing two invoices. Found on the day, it can't.

13/10/2026

Take a joiner who finishes a £12,000 kitchen on 30 September and invoices that afternoon.

September's profit report looks great. The sale is in there, all £12,000 of it.
The bank tells a different story. The timber was paid for in August. Two lots of wages went out in September. The customer is on 30-day terms, so the money lands at the end of October if they're prompt and mid November if they aren't.
For about six weeks that business is profitable and short of cash at once. Put four jobs on the go and it's easy to see how a good year ends in the overdraft.

Neither report is wrong. One measures what was earned, the other what has arrived. Someone needs to be watching both.

Curious how wide the gap is in your business? Book a call with us today!

08/10/2026

A quick sum for a Wednesday.
Add up what the business must pay every month to stay open: wages, rent, loan repayments, the suppliers you can't trade without. Say it comes to £16,000. Divide by four: £4,000 a week.
Now look at the cash you could get at today. If that's £10,000, the business could run for two and a half weeks with nothing coming in.
That's your runway. Whether two and a half weeks is fine or frightening depends on the business. A firm with forty customers on monthly direct debits can live with less cover than one waiting on three big invoices. The direction matters more. A runway that has shrunk from six weeks to two and a half over a year is telling you something the profit figure won't.
Most owners I ask have never done this sum. It takes five minutes.
If you'd like a second pair of eyes on yours, book a call.

06/10/2026

Two invoices. Same customer, same amount.
One says "Payment terms: 30 days". The other says "Due Friday 13 November" with the bank details directly underneath.
The second gets paid first, nearly every time. An accounts clerk working through a pile pays whatever has a date on it.
Most late payment comes down to small frictions like that, and they're cheap to remove:
• Send the invoice the day the job finishes. Every day spent waiting for month end is a day added to the wait
• Agree terms in writing before starting, so the invoice isn't the first mention of money
• Give one person a fixed half hour each week for anything overdue. Tuesdays at 10 works
• Let the software send the first reminder. Nobody takes an automated nudge personally

If chasing is the job nobody in your business wants, book a call with us today.

01/10/2026

"If I made all that, where is it?"

I get asked this every autumn, usually by someone who has just had their best year and still checks the balance before paying a supplier.

The accounts aren't wrong. Neither is the bank. They measure different things, and the gap between them has about five hiding places.

This month's blog goes through all five, then shows the 13-week forecast I set up for clients so the gap stops being a surprise: Profitable on Paper, Skint in the Bank: A Small Business Guide to Cash Flow - https://www.bsbaccounting.co.uk/news-blog/profitable-on-paper-skint-in-the-bank-a-small-business-guide-to-cash-flow/

Read it, then put your bank balance next to your last profit figure. If the two don't look like they belong to the same business, book a call with us.

30/09/2026

Good bookkeeping isn’t tidy admin. It’s decision-grade information, on time.
In a growing business, that means:
• Bank reconciled weekly
• Clear coding rules for repeat spend
• Month-end close happens on a date, not “when we get time” If your numbers arrive late, you manage on instinct.
That gets expensive at 5+ staff. If you want your books to become usable (and less painful), book a call with us today.

28/09/2026

VAT problems usually come from “almost right” processes repeated for months.

Three preventables:
• Not reconciling VAT monthly (even if you file quarterly)
• Inconsistent treatment for unusual items
• “We’ll fix it later” balances sitting in holding accounts You don’t need complexity. You need consistency and ownership. If you want me to review your VAT process and flag the obvious risk points, book a call with us today.

18/09/2026

Forecasting doesn’t need a monster spreadsheet. It needs a few inputs you trust.

A practical 8-week view is usually enough:
• Cash in by expected payment date (not hope)
• Fixed commitments (payroll, key suppliers, tax/VAT)
• Known one-offs (annual renewals, equipment, hires)

When you can see pinch points early, you can act early. Want me to build a simple forecast you’ll actually use? Book a call with us today!

Address

3 Annexe, The Wheelhouse Bonds Mill
Stonehouse
GL10

Opening Hours

Monday	10am - 7pm
Tuesday	10am - 7pm
Wednesday	10am - 7pm
Thursday	10am - 7pm
Friday	10am - 7pm

Website

http://bsbaccounting.co.uk/

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