Ellis Bennett ACCA

Have you given up on managing accountancy & taxes for your business?

Setting up a business is no walk in the park, let alone managing the financial aspect of it.

It requires intense efforts to make sure you’re on the right track.

Miss one tax deadline, and you might end up paying double in penalty.

I know it’s overwhelming as a founder.

Now imagine you have an expert who takes care of all your accountancy and tax situation.

You don’t have to worry about taxes.
You don’t have to panic while planning your budget.
You know where you stand in terms of profits and losses.
You have someone you can rely on to manage the financials.

Amazing, isn’t it?

That’s what getting an expert feels like.

I’m Ellis, an ACCA Chartered Accountant, Director at EA Accountancy, and Author of The Solopreneur Start-Up Bible.

I help, advise, and guide start-ups, businesses, and young entrepreneurs through the whirlwind of accountancy and taxes.

I’ve served over 300+ satisfied clients, and I’m all in to help you!

Now, I’m not the accountant who speaks to you once a year in a robotic tone.

I’m more like your business partner.

I help you every step of the way (even acting like a therapist if you need one).

My services include:

• VAT
• Accounts
• Payroll
• Pensions
• Tax Advice
• Tax Planning
• Personal Tax
• Bookkeeping
• Accounting Software
• Company Incorporations
• Registered Office Address
• Capital Gains Tax Disclosures
• Business Planning And Advice

I also offer consultation for new business owners or people looking to hire an accountant so you have clarity for your next steps.

If you think I can help you with any of the above or would like to connect over a Discovery Call, feel free to drop me a DM.

Chartered Accountant

Went skiing recently.

Good news: I survived.
Bad news: I’m awful.

No natural ability.

No transferable skills.

Just me falling over while kids flew past me like it was nothing.

Very humbling.

Also weirdly enjoyable.

Being bad at something you don’t tie your identity to is underrated.

10/10 would embarrass myself again.

Ellis Bennett FCCA

Simplifying Accountancy and maximising Tax Efficiency for Business Owners | Director - EA Accountancy 👨🏼‍💻 💸

We said no to a client this month.

On paper, they were perfect:
– Good revenue
– Decent margins
– “Urgent” need for an accountant

But the red flags were obvious in the first conversation.

They wanted speed over clarity.

They wanted reassurance, not honesty.

They wanted someone to *clean things up*, not change how decisions were made.

That’s not a bad client.

It’s just not *our* client.

We’ve capped new work because I’d rather:
– Reply properly
– Think clearly
– Give advice that actually improves the business

Than grow for the sake of it.

Being selective isn’t arrogance.

It’s the only way professional services stay good.

Last year I made a conscious decision to simplify my life.

Not because I burned out.
Not because I had to.

Because I wanted to perform better.

Less noise.
Less forced social plans.
Less doing things out of obligation.

More:

– Work I actually care about
– Training properly
– Time with family
– Headspace

I’m taking the same approach into this year.

Probably even stricter.

It won’t look exciting to everyone.
It doesn’t need to.

If I want to humble myself emotionally, I’ll just watch Man Utd.

Job done.

We closed the books to new clients recently.

Not as a growth play.
Not as a marketing tactic.

Because unlimited growth is how service firms lose quality.

I like being able to:
– Reply without rushing
– Think before answering
– Give advice I’d actually stand by

That only works when capacity is respected.

Most firms chase “more”.

We protect standards.

And yes, that means saying no more often than saying yes.

Most accountants are paid to keep you calm.

Not to tell you the truth.

“You’re fine.”

“Nothing to worry about.”

“We’ll look at it at year-end.”

That isn’t advice.

It’s sedation.

If your margins are drifting, cash is tight, and decisions feel reactive, silence isn’t helping you, it’s delaying the problem.

Good advice is sometimes uncomfortable.

It forces trade-offs.

It challenges behaviour.

If your accountant has never made you pause and think,

they’re probably not advising, they’re just filing.

Just back from a stag do.

Here’s what it taught me about B2B sales:
1️⃣ Drink water
2️⃣ Pace yourself
3️⃣ Know when to leave the bar
4️⃣ Don’t trust the quiet bloke
5️⃣ Always have a plan

Only joking.

Not every life event is a “B2B sales lesson”.

Sometimes you just went on a stag do, got battered, and spent £11 on a vodka Red Bull.

LinkedIn… relax.

I keep seeing the same thing.

Agencies doing £400k–£600k turnover…
…but the founder still feels underpaid for the responsibility they carry.

The numbers usually look like this:
– Decent gross margin
– Team costs creeping up
– No forecasting
– Founder pay decided last, not planned

Revenue hides the problem.
Cash exposes it.

Turnover doesn’t fix poor structure.
And scaling a messy setup just makes the gaps bigger.

I don’t care if a business hits £1m.
I care how it got there.

If margins are thin,
decision-making is reactive,
and the founder can’t take money out consistently,
the number means nothing.

I run the firm the same way I train:
– Sustainable pace
– Clear limits
– Long-term thinking

Impressive screenshots don’t build good businesses.
Disciplined systems do.

Last week felt like everything that could’ve happened, happened.

Nothing went wrong.

Which somehow made it worse.

Just one thing after another:
“Oh and this as well.”

Inbox full.
Calendar stacked.
Brain running on low power mode.

Running a business is basically solving problems until you go to bed.

Then thinking about them anyway.

Still wouldn’t swap it.

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