Support for finance and operations directors
You carry the numbers and the machinery of a growing business. We help you get reporting you trust, processes that run without heroics and a clear sight of what inefficiency costs.
Who this is for
You are the finance director, operations director or a combined role in a business that grew faster than its back office. You close the month with spreadsheets, chase colleagues for data and are the person the board turns to when the figures look odd. You rarely get thanked.
What keeps finance and operations leaders up at night
Month end by spreadsheet
Figures come from four systems and a colleague's workbook. Reconciling takes days, one broken formula spoils the pack, and nobody else can run it.
Processes that depend on people
Approvals, purchase orders and onboarding work because certain individuals remember how. Sickness or resignation exposes how thin the cover really is.
Reports nobody reads
You produce a thick pack every month. The board wants five numbers and a view on what to do, and the pack buries both.
Cost you cannot see
Rework, duplicate entry and delays eat hours, but no line in the accounts says so. Asking for investment to fix it means arguing from a hunch.
What we do alongside a finance or operations director
Scope &
Strategy
We map how money and work really move through the business, find where time and errors pile up and put a sensible figure on each. You get a ranked list, so the first fix is the one that matters.
About Scope & StrategySystems &
Solutions
We connect the tools you already own so numbers flow once, build the approvals and reporting routines that run on schedule, and design a board view of a few clear measures.
About Systems & SolutionsSecurity &
Support
Finance data is the most sensitive in the business. We keep permissions tight, records separate and backups tested, and we review access every so often, particularly after staff changes or new suppliers.
About Security & SupportQuestions people ask
How do I speed up month end close in a small business?
Find where the delay really sits, which is usually chasing inputs rather than adding them up. Agree cut off dates, remove manual re-keying between systems and standardise the checks. Even modest changes can win back days. The order of fixes matters more than any single tool.
How do I measure the cost of inefficiency?
Track a few repeated tasks for a couple of weeks: how long each takes, how often it goes wrong and who fixes it. Multiply by a realistic hourly cost. Use cautious figures, so the result survives questions from a sceptical board.
What should a board pack for a growing company contain?
Usually cash, profit against plan, pipeline, key operational measures and the two or three decisions needed from the board. Keep the rest in an appendix. Your auditors, funders and bank may need more, so check what each of them expects of you.
How do I get started with NYAS as a finance or operations director?
Book a call. We talk about how your reporting and processes run today and where the strain shows. We will tell you honestly whether we can help. No obligation follows, and many people find the conversation clears their own thinking a little.
Talk to us about finance & operations directors.
You tell us what is going on. We tell you honestly whether we can help, and if we cannot, we will say so.