Point Accounting Ltd

Point Accounting Ltd Helping you to automate your accountancy.

For a while now, there have been rumours that companies would need to publish their Profit & Loss accounts at Companies ...
14/06/2026

For a while now, there have been rumours that companies would need to publish their Profit & Loss accounts at Companies House.

The changes to company accounts filing have now been confirmed and are due to come into effect from 1 April 2028.

If you’re a UK limited company director, here’s what you need to know:

✅ All companies will be required to file accounts digitally using approved software (iXBRL format).

✅ Small companies and micro-entities will need to file a Profit & Loss account.

✅ Abridged accounts will no longer be permitted.

One concern many business owners have is whether competitors, customers, suppliers, or employees will be able to see their profitability.

The good news is that small companies and micro-entities will be able to opt out of having their Profit & Loss account displayed on the public register, helping to maintain a degree of privacy while still meeting filing requirements.

Companies House will be contacting businesses via their registered email addresses between 16th and 18th of June 2026 with further details on the upcoming changes.

While these reforms increase transparency and modernise the filing process, they don’t mean that every company’s Profit & Loss account will automatically be visible for all to see.

Are you prepared for the move to fully digital accounts filing?

A business owner once told me: “I thought I had a finance problem.” What they actually had was an information problem. T...
11/06/2026

A business owner once told me:

“I thought I had a finance problem.”

What they actually had was an information problem.

Their accounts were always late.

Reports arrived long after month end.
Nobody trusted the numbers.

Every major decision felt like a guess.

After redesigning their processes and reporting:

✓ Monthly numbers became available quickly
✓ Reporting became relevant to the business
✓ The management team trusted the figures
✓ Decisions became faster and more confident

Nothing changed about the business overnight.

The products were the same.

The customers were the same.

The team was the same.

The difference was visibility.

Good financial information doesn’t just help you understand the past.

It gives you confidence about the future.

Business owners rarely need more data.

They need better data.

If your reporting is arriving late or doesn’t give you the information you need to make decisions, feel free to send me a message. I’d be happy to share some ideas that have worked for other growing businesses.



Your bank balance is lying to you. You open your banking app. £75,000 in the account. Things look good. But... VAT due n...
10/06/2026

Your bank balance is lying to you.

You open your banking app.

£75,000 in the account.

Things look good.

But...

VAT due next month: £18,000

Supplier payments due: £22,000

Corporation tax: £8,000

Payroll next week: £12,000

Suddenly that £75,000 isn’t really £75,000.

This is why growing businesses get caught out.

They make decisions based on what’s in the bank rather than what’s actually available.

Good reporting doesn’t tell you where you’ve been.

It tells you what’s coming.

The most valuable report many business owners can have isn’t their profit and loss.

It’s a forward looking cash flow forecast.

Because growth creates cash flow challenges long before it creates accounting problems.

Are you making decisions from your bank balance or from a forecast?





Thanks again to my team who just surprised me with a cake and happy birthday then a massive cannon 🤣🤣🤣🎉💖My birthday is a...
09/06/2026

Thanks again to my team who just surprised me with a cake and happy birthday then a massive cannon 🤣🤣🤣🎉💖

My birthday is actually not til tomorrow but one of our perks is we give all our staff their birthdays off - so I’m off tomorrow work Gray ❤️

Most ecommerce business owners don’t need more hours in the day.They need fewer manual processes.This week I reviewed a ...
09/06/2026

Most ecommerce business owners don’t need more hours in the day.

They need fewer manual processes.

This week I reviewed a business selling across Shopify, Etsy, TikTok shop, Amazon and eBay.

They were:
-Downloading sales reports manually
-Entering transactions into spreadsheets
-Reconciling multiple bank accounts by hand
-Spending hours chasing information

The result?

The director was spending nearly a full day every week on finance admin.

That’s 50+ days per year.

Imagine getting those days back to focus on:

✓ Marketing
✓ Product development
✓ Customer acquisition
✓ Strategic growth

The best part?

Most of these processes can be automated with the right software stack and integrations.

If you’re still manually moving data between systems, your accounting process is probably holding your business back more than you realise.

How much time do you think you spend each week on finance admin?





Over the last 11 years, when I take on a new client I find out what went wrong with their last accountant and I’ve come ...
08/06/2026

Over the last 11 years, when I take on a new client I find out what went wrong with their last accountant and I’ve come to a conclusion.

Most clients feel that their accountants spend their time looking backwards. Last minute chaser’s, deadline day rush and the like.

In my opinion the best accountants spend their time looking forwards.

The numbers can rightly tell you where you have been.

The story behind them tells you where you’re heading.

One creates accounts.

The other creates better decisions.

That’s a very different job.

Looking for a forward thinking accountant or a different approach?

Hit me up in my DMs 🤙

Unpopular opinion: profit is one of the most misleading metrics in business.I’ve seen “profitable” businesses constantly...
06/06/2026

Unpopular opinion: profit is one of the most misleading metrics in business.

I’ve seen “profitable” businesses constantly stressed about money… and genuinely strong businesses that don’t obsess over profit at all.

The biggest mistake business owners make is believing that profit equals financial health.

It doesn’t.

Profit is what your accountant calculates after the fact.
Cash flow is what determines whether you can actually survive the month.

And in real businesses, I see this pattern all the time:

-Profit on paper, but no cash in the bank
-VAT and tax bills creating panic when they land
-Growth that looks impressive but drains liquidity
-Owners delaying their own pay because “the numbers look fine”

Here’s the uncomfortable truth:

Most cash flow problems don’t come from bad businesses.

They come from growing businesses that aren’t financially controlled.

Growth eats cash. Fast.

So the question isn’t “are we profitable?”
It’s “can we survive our own success?”

The most resilient businesses I work with aren’t the most profitable on paper. They are the ones that understand timing, cash discipline, and financial control.

Would you rather look successful in your accounts… or actually feel in control of your business?

05/06/2026

Hiring good people is one of the most common challenges we’ve faced in our accountancy practice and one of the most underestimated.

In the past, we approached recruitment like many SMEs do:

We needed someone, so we hired for the role.

On paper, it made sense. In reality, it didn’t always work as smoothly as expected.

Some of the challenges we ran into included:

• People who looked strong at interview stage, but struggled with the pace and variety once in role
• A gap between technical ability and the level of autonomy needed in a busy SME environment
• Time pressure meaning onboarding wasn’t as structured as it should have been
• And in some cases, turnover happening just as people were becoming fully effective

What we learned from this is that hiring isn’t the end of the problem it’s the start of it.

The success of a hire depends far more on what happens after they join than what happens during the recruitment process.

We’ve had to rethink our approach significantly:

• Being clearer about what ready actually means in a real life
• Improving onboarding so new team members aren’t left to “figure it out under pressure”
• Structuring roles so expectations match the reality of day to day delivery
• And building more consistency in how knowledge and processes are shared across the team

The biggest shift has been moving away from hiring to fill gaps, and towards building a structure where people can actually succeed once they arrive.

Because the truth is, most SMEs don’t have a recruitment problem they have a systems and structure problem around people.

And that’s where we’ve been able to guide other business owners as well.
We now encourage our clients when hiring to not just fill roles, but to:

• Define what “good” actually looks like for their business
• Build processes that reduce costly mismatches
• Strengthen onboarding so new hires become productive faster
• And reduce reliance on individuals by improving how work is structured

The goal isn’t just to hire better people.

It’s to build businesses where good people can actually thrive and stay.

What’s been harder for you in your business finding good people, or making sure they succeed once they’ve joined?

04/06/2026

We were called in when the business was already at breaking point.

The directors were exhausted.

Projects were moving. Staff were busy.

Customers were being served.

Yet nobody could confidently answer some fundamental questions:

Are we making money on these jobs?
Why is cashflow so tight?
What do we actually owe suppliers?
What does the business really look like financially?

The bookkeeping was behind, reconciliations incomplete, and management information unreliable.

What struck me wasn't the state of the accounts. They was already using xero however, bank feeds weren’t being utilised and everything was manual.

This was all completely fixable.

It was the pressure the directors were carrying.

Like many business owners, they had spent so much time working in the business that they hadn't been able to step back and work on it.

So we got to work.

My team and I spent weeks untangling the numbers, rebuilding confidence in the financial data, and creating systems that would give the directors visibility and control.

There were some very long days, and a few weekends.

But that's what advisers are supposed to do when clients need support.

The lesson?

Most struggling businesses don't fail because their owners lack drive.

They struggle because decisions are being made without timely, accurate financial information.

When you don't trust the numbers, every decision becomes harder.

When you do trust the numbers, confidence returns.

Growth becomes more controlled.

Cash flow becomes more predictable.

And business owners can finally sleep at night.

Watching the directors go from stressed and uncertain to confident and focused reminded me why I started this business in the first place.

Accounting isn't just about compliance.

It's about helping people build better businesses.

Have you ever seen a business transformed simply by gaining clarity over its numbers?

03/06/2026

I remember when our biggest E-commerce client first came to us.

The business wasn't struggling.

In fact, sales were growing nicely- they were at around £400k turnover.

The problem was that they didn’t trust their numbers- and their previous accountant had cocked up the vat.

They were selling through Etsy, Amazon and eBay .

Each month looked something like this:

• Download reports from each platform
• Export data into spreadsheets
• Try to reconcile sales and fees
• Spend days checking formulas
• Still not be completely confident in the results

By the time the numbers were ready, they were already out of date.

They was making decisions based on instinct rather than reliable financial information.

Sound familiar?

We completely redesigned the finance function.

Instead of spreadsheets driving the process, we implemented:

• Xero as the central accounting platform
• Link My Books to automate marketplace data
• Dext to streamline purchase and expense processing
• Monthly management accounts focused on key business metrics

The result wasn't just a faster bookkeeping process.

The real benefit was visibility.

For the first time, the owner could clearly see:

✓ Which sales channels were most profitable
✓ How margins were trending
✓ Where cash was being tied up
✓ What was driving business performance

And perhaps most importantly...

They got back hours every month that had previously been spent wrestling with spreadsheets.

They are now on £3.5m turnover, sell on most online platforms and report vat in several European countries as well as the UK.

As e-commerce businesses grow, the finance function has to grow with them.

What gets you to £500k turnover rarely gets you to £3m.

The businesses that scale successfully aren't necessarily the ones with the best products.

They're often the ones with the best information.

How much of your finance process still relies on spreadsheets?

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Unit 1-3 Salisbury Street
Widnes
WA86PJ

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