Accounting & Finance Prompts

Help me build a 12-month cash flow forecast for [company name], a [business type] with an annual turnover of approximately [revenue]. Starting data: current cash balance [amount], average monthly receipts [amount] with an average Day Sales Outstanding (DSO) of [number] days, monthly fixed costs [amount], and known obligations: [obligations: Sales Tax/VAT, Payroll Taxes, Corporate Tax, loan repayments, salaries].

Create a month-by-month table: cash inflows (accounting for collection delays), outflows by major category, monthly net flow, and cumulative cash position. List all underlying assumptions so I can adjust them.

Add a downside scenario (revenue -20%, customer payment delays +15 days) and flag any months where cash drops below [alert threshold]. End with 3 actionable levers to pull before high-stress months. This document will be reviewed by my accountant.

Draft a complete collection sequence for an unpaid invoice of [amount] issued by [company] to [client], currently [number] days past due. Relationship history: [context, e.g., usually reliable long-term client / new client].

Produce 4 communications: Reminder 1 (Day +7, cordial, assuming an oversight), Reminder 2 (Day +21, firm, citing late payment interest and recovery costs as per terms), Reminder 3 (Day +35, notice of pending action: service suspension, third-party collection), and a Formal Demand Letter (Day +45, sent via certified mail, including invoice reference, total due, final deadline, and legal consequences).

Each message must be short, factual, and professional. Include a script for a follow-up phone call to be made between Reminders 1 and 2.

Analyze the profitability of [company] based on this data: business lines or offers: [list activities with revenue and direct costs for each], annual indirect costs: [amount and nature], estimated time spent per activity: [breakdown].

Calculate for each activity: gross margin, direct cost margin %, contribution to fixed costs, and an estimated net margin after allocating indirect costs (propose an allocation method and justify it). Present a comparative table, then rank activities into 3 groups: Scale, Maintain, or Rethink/Reprice.

For the 'Rethink' group, suggest concrete options (specific price hike, production cost reduction, or sunsetting) with the estimated impact of each. Highlight any missing data that weakens the analysis.

I lead [company], a [legal structure, e.g., LLC/Ltd] in the [sector] industry. I am preparing for the annual year-end meeting with my CPA. Key figures: Revenue [amount] ([change] vs last year), Net Income [amount], Cash [amount]. Specific concerns: [concerns, e.g., rising overheads, owner compensation, upcoming capital expenditure].

Prepare: a list of 10 questions categorized by theme (financial health, tax optimization, dividends/draws, financing for [project]), a list of documents to bring, and for each question, what a 'good' answer should cover so I can follow up if it is too vague.

Include a glossary of 8 terms I might hear (EBITDA, Working Capital, Burn Rate, etc.) explained in one sentence each, applied to my figures where possible.

Design a monthly management dashboard for [company], a [activity] with [number] employees and annual revenue of [amount]. Current priorities: [priorities, e.g., managing cash flow, improving margins, reducing client concentration].

Select a maximum of 8 KPIs directly linked to these goals. For each: provide a precise definition, calculation formula, data source ([available tools: QuickBooks, bank, CRM]), update frequency, and a target value/alert threshold justified by my context.

Organize the dashboard into 3 blocks: Activity (sales, pipeline), Profitability (margins, expenses), and Cash (balance, AR aging). Describe a 30-minute monthly review ritual: in what order to read the data, which questions to ask, and what signals should trigger immediate action.

You are assisting the owner of [company], a [legal structure], [Sales Tax/VAT registered or not], selling [products or services] to [clients: B2B, B2C, or both]. Here is the current content of my invoice template: [paste template details].

Establish a complete checklist of mandatory invoice requirements (party identification, numbering, dates, line item detail, tax breakdown, payment terms, late fees, and specific local requirements like EIN or VAT number). For each item: mark as present / missing / needs correction in my template, providing the exact wording to add where missing.

Highlight specific requirements for my situation ([e.g., tax exemptions, international sales]). Finish with a corrected footer/terms section ready to copy. I will have the final result reviewed by my accountant before use.

Help me define the payment terms for quotes at [company], selling [services or products] with an average deal size of [amount] to [client type]. Current situation: [current terms, e.g., Net 30 with no deposit, frequent late payments].

Propose a complete set of terms: deposit required at signing (percentage justified by my [duration] production cycle), milestone payments for projects over [threshold], final payment deadline, and early payment discounts (with the real cost calculated). Include specific wording for late payment interest and collection fees.

For each choice: provide the exact text for the quote, the expected effect on cash flow, and the commercial risk. Compare two versions: a standard version and a 'strict' version for new or high-risk clients. End with 3 questions I should ask myself before granting exceptions to a client who negotiates.

Structure the complete billing process for [company], [activity], handling [volume] invoices per month, currently managed by [who and with what tools]. Current issues: [issues, e.g., late invoicing, signed quotes never billed, forgotten follow-ups].

Describe the target workflow step-by-step: quote issuance, approval/e-signature, billing trigger (order, delivery, or milestones), invoice issuance within a maximum delay, delivery confirmation, payment tracking/reconciliation, and automated reminder triggers.

For each step: assign a responsible role, target deadline, supporting tool, and the control mechanism to detect errors (e.g., monthly reconciliation of signed quotes vs. issued invoices). Identify the 3 most likely points of failure in my current setup and a fix for each. Format: workflow table + list of monthly controls, one page maximum.

Guide me through the monthly bank reconciliation for [company]. Context: [number] bank accounts, accounting kept on [tool], roughly [volume] transactions per month. Current status: [e.g., never done formally, unexplained gaps, months behind].

Provide a step-by-step method: documents to gather, order of operations, matching transactions, and identifying discrepancies. Categorize common gaps: outstanding checks, deposits in transit, unrecorded bank fees, unknown ACH debits, and duplicate entries. Explain how to handle each.

Provide a reconciliation report template: bank balance, book balance, reconciling items, and the residual variance (which must be zero). Add a rule for handling persistent variances (threshold for investigation vs. write-off). End with a 10-minute monthly checklist to stay on track.

Help me clean up the Accounts Receivable (AR) matching for [company]. Context: [volume] invoices per month, payments received via [methods], accounting on [tool]. Symptoms: [e.g., unapplied payments, incorrect client balances, unused credits, small cent variances everywhere].

Propose a cleanup process in stages: extract unmatched transactions, sort by age and amount, define rules for applying ambiguous payments (missing references, bulk payments, overpayments), and handle small variances (rounding, bank fees) with a write-off threshold to be approved by my CPA.

Provide an AR tracking table format: account, unapplied amount, age, identified cause, action, status. End with 3 data entry rules to prevent the problem from recurring (required invoice references, same-day application, monthly review).

Analyze the AR aging report for [company] provided here: [paste aging report or list: client, amount, aging bucket]. Total outstanding: [amount]. Annual revenue: [amount]. Standard payment terms: [days].

Produce: a breakdown of AR by bucket (Current, 1-30, 31-60, 61-90, 90+ days), risk concentration (share of top 5 overdue accounts), and a list of red flags: clients beyond [threshold] days, clients whose aging is worsening, and old small balances cluttering the books.

For each category, suggest the appropriate action: soft reminder, phone call, credit hold, formal demand, or bad debt provision (to be confirmed by my CPA). End with 3 KPIs to track monthly (DSO, % of AR overdue, disputed amounts) including calculation methods for my data.

Build a plan to reduce the Days Sales Outstanding (DSO) for [company]. Data: Annual revenue [amount], average AR balance [amount], contractual terms [days], actual DSO [actual if known]. Current collection process: [who follows up, when, how].

First, calculate my current DSO and the gap vs. contractual terms. Quantify how much cash is tied up for every day of DSO.

Review levers in order of the sales cycle: billing quality (accuracy and speed), deposits, negotiated sales terms, pre-due date reminders, systematic follow-up sequences, dispute resolution, and payment methods offered. For each lever: estimate implementation effort, projected gain in days based on MY figures (explicit assumptions only), and time to see results.

Deliver a 3-month roadmap: what, who, when, and a justified target DSO goal.

Help me define a customer credit policy for [company], [activity], revenue [amount], which has experienced [context: recent bad debt, rapid growth with unknown clients]. Typical clients: [client profile].

Define simple, applicable rules: pre-account opening checks (public legal/financial info to check, red flags), default terms for new clients (deposit, low credit limit), a logic for calculating maximum credit limits per client profile, conditions for increasing limits based on payment history, and a 'stop-ship' rule for overdue accounts or limit breaches.

Specify who approves exceptions and how they are tracked. Mention generic external tools (credit insurance, business credit reports) and their cost considerations without recommending specific providers. Format: one-page policy + new account checklist.

Help me prepare a financing request for [company]: [purpose, e.g., equipment, vehicle, renovations, working capital] for [amount] over [desired term]. Key figures: Revenue [amount] ([growth]), Net Income [amount], Cash [amount], current debt [existing payments].

List the documents the bank will require (tax returns, recent P&L, projections, bank statements, quotes for the asset) and the ideal presentation order.

Build the narrative: the purpose of the loan, the expected ROI or risk mitigation, repayment capacity (calculated on my figures with explicit assumptions), and generic collateral options. Prepare 8 likely questions from the banker with suggested talking points and the key numbers I must know by heart. Flag weaknesses in my case and how to address them honestly. I will have my CPA review the projections before submission.

Calculate and explain the Working Capital (WC) needs for [company], [activity]. Data: AR balance [amount], Inventory [amount], AP balance [amount], annual revenue [amount], annual COGS [amount]. Context: [e.g., growth straining cash, seasonality].

Calculate WC in dollars and express each component in days (DSO, Inventory Turnover, DPO), explaining each formula so I can repeat the calculation quarterly.

Interpret the results: what this WC means for my daily cash flow, how it will mechanically change if revenue grows by [growth assumption], and what that implies for financing needs.

End with reduction levers by component (AR, Inventory, AP), with the quantified impact of a realistic improvement on MY data (e.g., clients paying 10 days faster), clear assumptions, and where to start based on my context.

Cash flow at [company] is tight: current balance [amount], credit line limit [amount]. Help me build a 13-week rolling cash forecast. Expected receipts: [list: client, amount, expected date, confidence level]. Upcoming outflows: [salaries, payroll taxes, Sales Tax/VAT, vendors, rent, loan payments with dates and amounts].

Build the week-by-week table: receipts weighted by reliability, outflows ranked by criticality (Payroll/Taxes first, strategic vendors, negotiable vendors), projected balance, and flag any week where the balance drops below [threshold].

For critical weeks, suggest actions in order: accelerating receipts (targeted follow-ups, deposits), negotiable deferrals (identifying specific counter-parties to call), and generic options for tax payment plans. End with a 20-minute weekly update ritual and 2 signals that mean I must alert my CPA immediately.

You are helping a business owner prepare a cash investment decision. You are not providing investment advice; you are structuring the questions and criteria. The final decision will be made with their bank and CPA.

Context: [company] has a cash surplus of [amount] above its safety cushion. Time horizon: [horizon, e.g., 6 months, 2 years, unknown]. Potential projects needing this cash: [potential projects].

First, help me decide: what amount remains 'untouchable' as a cushion (propose a calculation based on my monthly expenses of [amount] and business volatility)? What amount is investable and for how long?

Prepare a question grid to compare bank solutions: liquidity/access, capital risk, net yield after fees, tax implications (to be clarified with CPA), and exit penalties. Format: one-page memo with the calculated cushion, amounts per horizon, and the comparison grid to fill out during the meeting.

Build the [year] budget for [company], projected revenue [amount], [number] employees, organized by [cost centers or teams: list]. Starting data: current year actuals by category [figures], known changes: [hires, rent increases, new projects, discontinued lines].

Structure the budget by cost center with relevant lines (loaded payroll, tools, sub-contracting, travel, marketing...). For each line: last year's amount, a one-sentence verifiable growth assumption, budgeted amount, and line owner.

Distinguish between committed costs (contractual, fixed in the short term) and discretionary costs, calculating the percentage of each. Include a justified contingency fund rather than hidden margins in every line.

Deliver: a consolidated and per-center budget table, a list of the 10 most critical assumptions for board approval, and a review schedule (frequency, who presents what).

Help me re-forecast the year-end landing for [company] as of [current month]. Original budget: Revenue [amount], Expenses [amount], Net Income [amount]. Actuals to date: Revenue [amount], Expenses [amount]. Key events since budgeting: [events: client won/lost, delayed hire, cost spikes].

Build the forecast: for Revenue, start with actuals and project the rest of the year line-by-line (contracted recurring, signed but not billed, weighted pipeline: [pipeline]). For Expenses, distinguish between committed/known costs and discretionary items, integrating the listed events.

Present the result as a bridge: original budget, favorable variances, unfavorable variances, re-forecasted landing, with each gap explained in one line. Flag fragile assumptions that could swing the landing by more than [threshold]. End with decisions to make now if the landing is below budget: list discretionary costs still cancelable in H2.

Analyze the budget vs. actual variances for [company] for [period]. Data: [table or list: budget line, budgeted amount, actual amount]. Useful context: [events of the period].

For every variance greater than [threshold in dollars or %], qualify its nature: Volume effect (more/less activity than planned), Price/Unit Cost effect, Timing effect (expense delayed, not canceled), Budgeting error, or real spending drift. This qualification is key: a timing variance does not trigger the same action as a drift.

Present: a table of qualified variances (line, budget, actual, variance, nature, one-sentence explanation), a summary of the 3 real drifts to address with corrective actions and owners, timing variances to roll into the forecast, and lines where the original budget was unrealistic. End with how these variances change the projected year-end landing.

Build a revenue forecast for [period] for [company] using a bottom-up approach, not a flat growth rate. Data: recurring clients and current contracts [list with amounts and renewal dates], signed deals not yet billed [list], sales pipeline [deals, amounts, stage, probability], historical conversion rates [if known], production/delivery capacity [any constraints].

Stack the layers by certainty: Committed Revenue (recurring and signed), Probable Renewals with client-specific risk, Weighted Pipeline based on probabilities I provide, and finally a layer for 'unidentified new business' justified by history.

Compare the total to my production capacity and flag any ceilings. Present: a table by layer and by month/quarter, a list of the 10 most sensitive assumptions, and a 'low-case' scenario (uncertain renewals lost, pipeline degraded). No numbers without tracked assumptions.

Build a 3-year financial plan for [project: startup, new activity, new offer] by [company/founder]. Starting assumptions: [sale price, expected Year 1 volume, unit direct costs, planned fixed costs, startup investment, available capital].

Build in order: initial investment and funding plan, projected annual P&L, monthly cash flow for Year 1 (which is what kills projects, not annual profit), and the break-even point in volume and revenue with the estimated month it is reached.

Rules: every number must stem from a listed, adjustable assumption; Year 1 ramp-up must be gradual and justified; payment delays and Sales Tax/VAT must be included in cash flow. Flag the 3 assumptions that, if wrong, would sink the project, and suggest a low-cost test for each. The final result must be reviewed by a CPA.

Calculate the break-even point for [company or activity]. Data: annual fixed costs [amount and main items], average sale price [amount], unit variable cost [amount] (or variable margin rate [rate] if calculating globally), revenue seasonality: [breakdown].

Calculate: unit and percentage contribution margin, break-even point in revenue and volume (number of sales, billable days, or clients), and the approximate date in the year when I break even based on seasonality. Explain each formula so I can update the calculation myself.

Test sensitivity: the effect on break-even of a price increase of [assumption], a fixed cost reduction of [assumption], or a variable cost increase of [assumption]. End with an honest assessment: what this break-even point says about the fragility or strength of my model, and the most realistic lever to lower it.

Calculate the cost of [product or service] sold by [company]. Data: direct costs [materials, purchases, sub-contracting per unit], labor time per unit [hours and roles], employer cost of staff [loaded wages], annual indirect overheads [amount: rent, tools, admin], annual volume produced/sold [volume], actual billable/productive time of teams [if known, otherwise suggest a conservative assumption].

First, calculate the unit direct cost, then the hourly labor cost including non-productive time (vacation, admin, sales), then a share of indirect overheads with a proposed and justified allocation method.

Present the full cost breakdown, compare it to my current sale price of [price], and calculate the real margin. Flag the most uncertain cost items and the effect of a 10% error in each. End with 2 concrete ways to reduce costs without sacrificing quality.

Help me set the price for [product or service] by [company]. Data: full cost [amount], market prices [observed range and competitors], value delivered to the client [quantifiable gains or savings], desired positioning [budget, standard, premium], volume constraints [production or sales capacity].

Cross-reference three approaches: floor price based on costs plus minimum acceptable margin [rate], market price justified by my positioning, and value-based pricing where demonstrable.

Propose a reasoned target price and two structural variants: a single price or a 2-3 tier range with the content of each tier. Calculate the unit margin and required volume for each option to meet my goals of [revenue or profit goal]. End with a 3-sentence script to defend this price to a client and the discount threshold below which I should walk away.

Prepare the monthly report for [company] intended for [recipients: partners, investors, group]. Monthly figures: Revenue [amount] (vs budget [amount], vs last year [amount]), Margin [amount or rate], Expenses [amount], month-end Cash [amount], Headcount [number]. Key events: [highlights of the month, good and bad].

Structure on one page: 3-sentence summary (overall health, primary concern, required decision), KPI table with budget and last year columns, one-line factual explanation for every significant variance, cash position and 3-month projection, and upcoming milestones.

Rules: do not hide or bury unfavorable variances, avoid optimistic language ('on track' is forbidden without supporting facts), and flag one-time or non-recurring items. End with the specific question this report must answer for my partners and verify it does so.

Organize the monthly closing process for [company], with accounting handled by [internal, firm, hybrid] on [tool]. Goal: reliable figures available within [target delay] business days after month-end. Current status: [status, e.g., figures available on the 20th, inconsistent quality].

Build an ordered closing checklist: sales cut-off (finalizing invoices), recording purchases even if invoices are pending, bank reconciliations, petty cash if applicable, expense reports, simplified recurring accruals (to be approved by CPA), and final consistency checks (monthly margin vs. historical, expenses vs. budget).

For each task: assign a responsible role, target day (D+1, D+3...), data source, and the control that proves it is complete. Distinguish between a 'fast' monthly close (using tracked estimates) and a rigorous year-end close. Deliver a sample calendar and 3 projects to hit the [target delay] consistently.

Prepare the year-end closing folder for [company], fiscal year ending [date], accounting handled [internally, by firm, hybrid]. My goal: arrive at the closing meeting with a complete file to save time and ensure accuracy.

Establish a list of items to gather and justify, line by line: year-end bank statements, inventory counts with valuation method, AR aging with documented doubtful accounts, unbilled vendor invoices, prepaid expenses, loan schedules, petty cash, cleared expense reports, and pending legal disputes.

For each item: specify the expected document, who prepares it, and a common pitfall to avoid. Add a list of points to proactively flag to the CPA (unusual events during the year: [events]) rather than letting them discover them. Format: checklist by line item with status, to be started [number] weeks before year-end.

Help me prepare the year-end adjustments for [company] for the [date] close. I will not post the entries myself: I am preparing a clean folder for my CPA to validate and record.

Guide me category by category: Accrued Expenses (services/deliveries received before close, invoice received after: where to find these in my [activity] business, how to value them), Accrued Revenue (delivered/performed but not yet billed), Prepaid Expenses (subscriptions, insurance, rent overlapping the year), Deferred Revenue if I collect in advance, and Provisions to document (pending disputes: [disputes], doubtful accounts with collection history).

For each category: provide a simple one-sentence definition, 3 concrete examples in my context, the valuation method, and the supporting document to attach. Output format: a table per category (item, estimated amount, document, comment) ready for the CPA.

You are helping a business owner perform a consistency check on their tax return (Sales Tax/VAT) before filing. You are not preparing the return or providing tax advice; you are providing logical checks. Final validation belongs to the CPA.

Context: [company], filing for [period]. Prepared figures: Tax collected [amount] on sales of [amount], Tax deductible [amount] on purchases of [amount]. Special items: [e.g., international sales, reverse charge, major equipment purchase, credits].

Run the checks: Recalculate tax collected vs. sales by rate, check deductible tax against purchase volume, compare with previous periods and explain any major shifts, verify treatment of special items listed (flag for CPA if unsure), and cross-check with the general ledger. 

Format: control checklist with status (Pass/Fail/Investigate) and a list of points to submit to the CPA before filing.

You are helping a business owner prepare a discussion about their tax status (Sales Tax/VAT) with their CPA. You are not recommending a status; you are clarifying criteria and preparing questions. The decision is made with the professional.

Context: [company], [activity], annual revenue [amount] ([expected change]), clients [B2B, B2C, export], planned investments [investments], current status [current status or new company].

Explain in simple, generic terms the logic at play: exemptions and their thresholds (noting they change), filing frequency (monthly, quarterly, annual), and what each logic changes for me: cash flow (tax payment vs. recovery on investments), admin burden, and B2B brand image.

Prepare a list of questions for the CPA, personalized with my figures, and a list of info to bring to the meeting. Flag situations in my context needing special attention ([export, foreign clients, mixed activities]). Format: one-page prep memo.

You are helping a business owner prepare a meeting with their CPA regarding cross-border tax (VAT/Sales Tax). Stay generic: no specific rates or thresholds, as the professional will confirm these.

Context: [company] performs [flow types: B2C goods in EU, B2B services in EU, non-EU exports, intra-community purchases, marketplace sales]. Approx volumes by country: [breakdown]. Current status: [e.g., billing at local rates, tax IDs obtained, registered for OSS/one-stop-shop or not].

Help me map every flow: nature (good or service), client (B2B or B2C), country, and the generic tax question it raises (place of taxation, reverse charge, OSS filing, reporting obligations).

Produce: a flow table with the attached question for each, a list of verifications (validating client tax IDs, distance selling thresholds), and ordered questions for the CPA. No final conclusions: only a preparation file.

Draft an expense policy for [company], [number] employees, including [roles: field sales, consultants, execs]. Current status: [e.g., no written rules, ad-hoc payments, friction over certain costs]. Tool used: [tool or spreadsheet].

Write a 1-2 page policy covering: reimbursable categories (individual meals, client entertainment, lodging, transport, mileage rates referring to current IRS/HMRC rates without hard-coding them), proposed caps with a justified logic, required documentation (itemized receipts, attendees, and business purpose for meals), submission deadlines and consequences of late filing, approval workflow (who approves whom, including owner expenses), and handling of specific cases ([cases unique to my business]).

Tone: clear and professional. Add a callout box '5 Reasons an Expense Claim is Rejected'. Have the CPA review for tax and payroll compliance.

Set up an expense report audit for [company]: [volume] reports per month, current policy: [main rules: caps, receipts, deadlines]. Trigger: [e.g., rising volume, suspected duplicates, best practice].

Propose a proportionate audit plan: quick systematic checks on 100% of reports (receipt presence, cap compliance, math), and deep-dive audits by sample or targeting.

List red flags for targeting: potential duplicates (same amount/date across two employees or months), expenses consistently just under caps, illegible or reconstructed receipts, weekend/holiday claims, mileage inconsistent with meetings, and abnormal cash usage. For each flag: explain how to detect it in [tool or spreadsheet] without making accusations.

Describe the procedure for anomalies: neutral request for explanation, correction, and escalation for repeat issues. Format: monthly audit checklist + anomaly tracker (report, signal, explanation, outcome).

Organize the purchasing and vendor invoice approval workflow for [company], [number] employees, [volume] vendor invoices per month. Current issues: [e.g., invoices arriving without POs, near-miss duplicate payments, vendor late fees due to slow approval].

Describe the target workflow: Purchase Requisition and approval BEFORE commitment above [threshold] (who can commit what, up to what amount), receipt of goods/services confirmed by the requester, 3-way match (invoice-PO-receipt) before payment scheduling, payment calendar (on-time, not early or late), and archiving.

For each step: assign a responsible role, deadline, and the control that blocks anomalies: invoice without PO, price variance over [tolerance], unknown vendor, or modified bank details (systematic verification via a separate channel to prevent fraud). Scale the workflow to my size: simple, not bureaucratic. Format: workflow diagram + approval thresholds + 5 anti-fraud controls.

Prepare a negotiation for payment terms with [company] vendors. Context: [reason: tight working capital, growth, annual review]. Key vendors: [list: vendor, annual spend, current terms, relationship length, mutual dependence].

For each vendor, evaluate my leverage: my share of their business, credible alternatives, my payment history (good payers negotiate better), and what I can offer in return (volume commitment, partial exclusivity, guaranteed on-time payment).

Prepare for the top 3 negotiations: the goal (target terms, early payment discount if cash allows, pricing), the opening script, concessions in order, walk-away point, and the wording of the request within legal limits for B2B payment terms in my region.

Format: negotiation cheat sheet per vendor, half a page each.

Organize a full review of fixed costs for [company], with [amount] in annual fixed overheads. Here is the list: [lines: nature, vendor, annual amount, contract end/renewal date if known]. Goal: [e.g., reduce by X without affecting production capacity].

For each line, apply the grid: what is its concrete purpose, what happens if we cut it, when is the renewal window (missed windows cost a year), is the price still market-competitive, is there a cheaper alternative at sufficient quality?

Categorize into 4 decisions: Keep as is, Renegotiate (with the argument and deadline), Resize (service level or volume mismatch), or Cancel (with notice deadline). Quantify annual savings per decision and the total, flagging deferred savings.

Format: review table + 12-month renewal calendar + 3 immediate actions for this week.

Audit subscriptions and recurring costs for [company], [number] employees. Sources: [bank statements, invoices, known tools]. Here is what I identified: [list: tool/service, cost, frequency, license count, users].

Establish a complete inventory by helping me find what's missing: unidentified recurring bank debits, subscriptions for former employees, tools paid for twice by different teams, forgotten annual renewals.

For each line, qualify: actual usage (who, how often), functional overlap with another tool, paid vs. active licenses, and price plan suitability. Categorize as: Keep, Reduce licenses, Downgrade plan, Merge, or Cancel.

Quantify annual savings and provide the specific cancellation procedure (notice period, data export, user notification). End with a governance rule to prevent recurrence: who can subscribe and where it is recorded.

Analyze profitability per customer for [company]. Data: [list of main clients with annual revenue], direct costs [per client if known, otherwise estimation factors], and suspected hidden costs: management time/back-and-forth [identifying 'high-maintenance' clients], actual payment behavior [delays per client], discounts granted, and unbilled out-of-scope work.

Calculate real margin for each client: Net revenue minus direct costs, minus a valuation of management time (propose a simple estimation method with my hourly rates of [rate]), minus the cost of payment delays.

Classify clients into 4 groups: Profitable/Scale, Profitable/Secure, Low Margin/Reprice, and Value Destroyers. For the last two groups: suggest concrete actions per client (specific price hike, billing for out-of-scope work, scope reduction, or termination as a last resort) and a conversation script. Flag missing data that weakens the ranking.

Help me decide for [company]: should we insource or outsource [function/task, e.g., bookkeeping, production of X, customer support]? Volume: [volume]. Options: In-house hire/time [expected cost], Outsourced provider [quote or known range].

Compare full costs, not just surface costs. In-house: loaded salary, tools, training, management, coverage during absence, learning curve. Outsourcing: provider price, internal management time (which never hits zero), transition costs, and dependency.

Add non-financial criteria with explicit weighting: criticality of the function, confidentiality, required responsiveness, reversibility of the decision, and risk of losing internal know-how.

Present: a full annual cost comparison table with listed assumptions, the volume break-even point (where in-house becomes cheaper), a reasoned recommendation, and conditions that should trigger a review in one year.

Evaluate the following investment for [company]: [investment, e.g., machine, software, renovation, vehicle] at a cost of [amount] (plus secondary costs: installation, training, maintenance). Expected gains: [hoped-for gains: time saved, extra capacity, avoided costs], estimated lifespan: [duration].

Build the calculation: Total Cost of Ownership (TCO) over the lifespan, annual gains quantified from my data ([hourly rates, volumes]) with every assumption listed and conservative, simple payback period, and comparison with the 'do-nothing' scenario which also has costs ([downtime, lost time, capped capacity]).

Rules: no unquantified 'strategic' gains in the math (list them separately), use intentionally conservative assumptions, and test sensitivity if gains are 30% lower than expected. End with: the decision the numbers suggest, generic financing options to explore with the bank/CPA, and the KPI to track after purchase to verify promised gains.

Help me clean up the fixed asset tracking for [company]. Context: [situation, e.g., register never maintained, gaps between CPA file and reality, scrapped equipment still on books]. Assets involved: [types: IT, machinery, vehicles, fixtures].

Build a tracking register: for each asset, list the info to record (precise description, acquisition date and value, invoice reference, location, user, condition). Depreciation schedules remain the CPA's responsibility: my role is to provide an accurate base.

Organize a physical inventory cleanup: how to conduct it by zone, reconcile with the CPA's ledger, and document discrepancies (scrapped assets to be written off, found assets not recorded, missing assets).

Format: register template, inventory procedure, entry/exit procedure (who reports what, with which document), and an annual reconciliation ritual with the CPA before year-end.

You are helping a business owner frame their foreign exchange (FX) risk exposure in generic terms. Hedging decisions will be made with their bank and CPA.

Context: [company] bills [amounts and currencies for sales] and pays [amounts and currencies for purchases], with delays between commitment and payment of [delays]. Status: [e.g., no management, spot conversion, margins eroded by currency swings].

First, help me measure net exposure per currency: inflows minus outflows over what horizon, and what a [percent] swing would represent for my annual margin, calculated on my figures.

Present the broad approaches in simple, generic terms: doing nothing (informed risk), billing in my home currency (shifting risk to client, with commercial impact), natural hedging (matching inflows/outflows in the same currency), and bank hedging products to explore (questions on cost, commitment, and simplicity). 

Format: exposure table per currency, quantified swing scenario impact, and a question list for the bank meeting. No speculative recommendations.

Design the financial management for [online store], selling [products] via [channels: own site, marketplaces], [volume] orders per month, average order value [amount]. Tools: [sales, payment, accounting tools]. Priority: [priority, e.g., knowing if ad growth is profitable, managing stock].

Define the KPIs that matter for this model: Contribution Margin per order (price minus product, shipping, packaging, payment/marketplace fees, and ad cost per order), Return Rate and its full cost, Customer Lifetime Value if data allows ([available history]), Inventory Turnover and Days of Supply, cash tied up in stock, and margin share by channel (not just revenue share).

For each KPI: provide the formula, data source in my tools, frequency, and a justified alert threshold. Highlight common traps: revenue masking negative margin after ads, promos destroying margin, or stock inflating apparent profitability. Format: one-page dashboard + weekly review ritual.

Design the financial management for [agency or service firm], [number] employees with [number] billable staff, revenue [amount], selling [services: hourly, fixed-fee, retainer]. Priority: [priority, e.g., eroding margins, client dependency, 3-month visibility].

Define KPIs for this model: Utilization rate (billable time vs. available time, with an honest definition of available time), Effective Average Daily/Hourly Rate vs. list price (the gap from discounts and unbilled overages), Margin per project or client, % of Recurring Revenue, Backlog in months of work, AR aging, and dependency on the top client as % of revenue.

For each KPI: provide the formula, source ([tools: time tracking, billing, accounting]), frequency, and a justified alert threshold. Explain 3 common 'silent' drifts: over-servicing fixed-fee projects, unbilled senior time, and unmanaged bench time, with the KPI that detects each. Format: one-page monthly dashboard + 3 monthly review questions.

My bank is requesting an interim financial statement for [company] as of [date] for [reason: loan request, annual review, line renewal]. Help me prepare the package. The formal statement will be prepared/validated by my CPA: my role is to prepare the raw data and the narrative.

List what I must gather and verify before sending to the CPA: up-to-date billing, recorded vendor invoices for the period, inventory status, completed bank reconciliations, and AR aging cleaned of known disputes.

Prepare the management commentary to accompany the figures: activity for the period vs. last year with explanations ([events of the period]), profitability and any one-time items, cash position and seasonality (if the statement falls in a seasonal trough, explain with data), and concrete outlook ([backlog, recent wins]).

Format: prep checklist + one-page commentary outline. Tone: factual and professional; the banker will compare this with the statements they already have.

Write the monthly financial memo for [company] for the leadership meeting on [date]. Audience: [participants, including non-financial roles]. Monthly figures: [Revenue, Margin, Expenses, Cash vs. budget and vs. last year]. Events: [highlights]. Decisions needed: [expected decisions, e.g., approve a hire, freeze a spend, follow up with a strategic client].

Structure on one page maximum: the core message in 2 sentences at the top (what the month says about our trajectory), 3 key KPIs with comparisons and a one-line explanation for each, the primary concern with its quantified impact if unaddressed, and the requested decisions formulated for a vote (Option A, Option B, reasoned recommendation).

Writing rules: use language accessible to non-financial managers (explain technical terms in parentheses), no table longer than 5 rows, no number without a comparison point, and no observation without a consequence or action. The memo must be readable in 3 minutes.

Perform a segregation of duties diagnostic for [company], [number] employees. Current organization of sensitive roles: [who does what: data entry, payment approval, bank access, vendor creation, payroll management, handling checks/cash, expense reports].

Identify high-risk overlaps in my setup: the same person creating a vendor and approving their payments, entering data and reconciling the bank, managing payroll without a second-level check, or having bank access without dual authorization above a threshold.

In a small team, full segregation is impossible: propose a realistic compensating control for each risk, such as dual bank authorization above [threshold], a monthly owner review of a specific list (new vendors and changed bank details, monthly transfers, issued credits), separate channel verification for bank detail changes, and a 'second pair of eyes' on payroll.

Format: table of risk, current status, proposed control, owner, and frequency. Factual tone: these controls protect honest employees from suspicion.

Organize the filing and archiving of accounting documents for [company]. Current status: [e.g., invoices scattered across emails, drawers, and drives; time lost during CPA requests; missing docs]. Volume: [volume of docs per month], tools: [accounting software, cloud drive, dedicated email].

Propose a simple, sustainable filing plan: folder structure by fiscal year then by type (Sales, Purchases, Bank, Payroll, Tax, Legal, Expenses), a systematic file naming convention (Date, Vendor/Client, Amount), a single entry point for docs (one address or folder where everything lands, including docs received by colleagues), and a weekly filing ritual of [target duration].

Specify generic retention rules (accounting and tax records are kept for several years; confirm exact durations with CPA) and the principle of digital evidentiary value to clarify with them.

Format: sample folder structure, naming convention with 5 examples, weekly ritual checklist, and a plan to clear the existing backlog in [number] sessions.

Prepare a guide to explain the P&L (Profit & Loss) of [company] to [audience: managers, team leads, whole team] during [occasion: annual meeting, onboarding, monthly update]. Use real or rounded figures: Revenue [amount], Purchases/Overheads [amount], Payroll [amount], other costs [amount], Net Income [amount]. Goal: [e.g., everyone understands where the money goes and what they can influence].

Build a simple waterfall explanation: for every $100 received, how much goes to suppliers, staff, overheads, and how much remains. Translate every concept into plain English with a concrete analogy, avoiding jargon (explain the difference between Profit and Cash with a relevant example from my business).

Connect each major line to the daily decisions of the participants: what a discount, an unbilled hour, or waste represents on an annual scale, calculated on my figures.

Format: presentation outline of max 8 slides, the quantified waterfall, 3 quiz questions to check understanding, and likely 'tough' questions from the audience with honest answers.