Multiple entities across different countries. Each with its own accounting system, its own P&L structure, and its own currency. No departments set up. No single picture of the whole business — ever.
The numbers were clean — the founder had always kept a close eye on the financials — but they had never been brought together into one view. Understanding the full scope meant recognising every layer of fragmentation.
Each entity operated in a different currency with no unified FX treatment.
No shared platform or common data structure across entities.
Each entity reported differently, making comparison impossible.
Costs could not be tracked by function across the group.
Mapped out step by step in a proposal, the engagement delivered the financial infrastructure to bring everything together — from chart of accounts alignment through to the first ever consolidated group budget.
Each phase built on the last — creating a foundation that was both technically robust and designed to scale as the business grew.
Agreed a single P&L structure that worked for every entity while respecting local reporting requirements. Consistency across the group without compromising compliance.
Costs tracked by function: cost of revenue, sales and marketing, R&D, and G&A. The structure investors and board members expect to see in a SaaS business.
A consolidation model bringing everything into a single reporting currency with proper FX treatment for both balance sheet and P&L items.
Revenue forecasts, cost planning, and headcount projections across all entities — all mapped to the new unified structure. The first of its kind for the group.
The founder could see the whole business in one place for the first time. Board reporting moved from fragmented entity-level numbers to a single consolidated view — with the ability to drill down into any entity, department, or cost category. The budget gave them a forward-looking plan to track against month by month.
The structure was designed with growth in mind — ready to absorb new entities or expand into new markets without requiring a rebuild from scratch.
This engagement is built for SaaS businesses with multiple legal entities, multiple currencies, or recent acquisitions that need to be brought into a single financial picture. Typically between £2M and £10M ARR and scaling internationally.
Consolidated numbers are expected. Fragmented entity-level reporting no longer cuts it when investors are in the room.
Incoming investors need to see the full group picture — not a patchwork of separate entity reports.
Managing separate spreadsheets for each entity is no longer sustainable. The business needs proper infrastructure.
Operating across more than one jurisdiction, each with its own local accounting and reporting obligations.
A newly acquired entity that needs to be integrated into the group's financial reporting and planning structure.
Revenue and costs denominated in different currencies, with no unified approach to FX treatment or consolidation.
A SaaS business between £2M and £10M ARR expanding into new markets and needing the infrastructure to match.
Consolidated numbers are expected and you're still pulling together entity-level reports manually.
Managing separate spreadsheets for each entity has become unsustainable and error-prone.
New investors want to see the full group picture and your current reporting can't deliver it.
Adding a new entity or market and the existing structure can't absorb it cleanly.
A structured, scalable financial infrastructure — not a one-off spreadsheet. Here is what the output looks like in practice.
If your business has outgrown entity-level reporting and you need a single consolidated view, let's talk about what that would look like for your specific setup. No generic frameworks — a solution built around your entities, your currencies, and your reporting requirements.
"The founder could see the whole business in one place for the first time."
Book an intro call and we'll map out exactly what the engagement would involve — the scope, the timeline, and the output you'd walk away with.
How do you create a single financial picture when the business has never had one?