I scaled and sold a 7-figure accounting firm in 5 years. Now, through my Future Firm newsletter, I'm giving 9,500+ firm owners the tactics, templates, and frameworks I used to do it.

Ryan Lazanis

Came back from a 2-week vacation to a prank from the team.

Opened Missive and thought it was glitching... and everyone suddenly had the same profile photo.

MINE.

(I literally clicked refresh on my screen a few times to make sure it wasn’t a bug.)

Then I joined the Zoom call for our weekly meeting.

Every single person had Ryan Lazanis as their Zoom name. And everyone kept calling each other “Ryan.”

Needless to say... I was super confused for about 10 minutes. They got me good!

Hope everyone’s still having fun with their teams out there 🙂

Ryan Lazanis, CPA

Giving systems to firm owners to unlock freedom and growth

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There are 26,759 people in my LinkedIn network, and a good chunk are firm owners.

If you’re open to it, drop a link to your firm’s website below, happy to share feedback on a few if that’s helpful.

And also... let’s use the comments section to help folks who are just getting started or looking for ideas.

I’ll also post some firm websites I really like as examples. 🙂

Edit:

Ooof! 75+ websites to review!

I made 1 video that covers the basics of website do's and don'ts and then I reviewed at least half of the websites in this thread. Hope this helps!!!

https://lnkd.in/eKMu8kGK

Strangers pay $1,500 for a tax return. Friends and family pay $700.

Would you let that happen in your firm?

I understand why it does.

You don’t want it to feel awkward. 

You want to help. 

I’m actually a big believer in separating personal and professional relationships for that exact reason.

(I did it with my immediate family, didn’t charge them. But I didn’t want to work with friends.)

Because that $800 difference could be:

– the margin that funds your next hire
– the difference between a 35-hour week and a 50-hour week
– or the full-price client you now don’t have room for

Nothing wrong with favors and helping people you care about. 

Just decide in advance what that looks like.

Maybe it’s:

→ 2 pro-bono returns a year
→ a fixed “friends rate” that still protects your margin
→ or no discounts, but extra care

Just make sure it’s a conscious choice, not something you default to because it feels uncomfortable to say the number out loud.

Because over time, those small decisions quietly shape the kind of firm you end up running.

...

Serious question (but also not):
Do you have a rule for this... or do you decide based on how much you like them? 😂

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3 months after selling my firm, I tried being a “company of one.”

No team. Just me.

Well, seems I didn’t stick to that, because 6 years later I’m running a 10-person team, lol.

Some people are fine keeping things solo. Nothing wrong with that.

Others have a natural tendency to want to build, grow and bust through ceilings.

I fall into the latter category.

In the end, I didn't stay a company of one because...

→ There’s something in me that wants to bust through the ceiling even if it’s hard
→ I want to expand my impact on others
→ I don’t enjoy the status quo and staying at a certain level would make me anxious

I know plenty of people who want to grow, build a team, and scale.

But I also know people in my network who went solo and are crushing it (hi, Erica)

Both paths work. They just come with different tradeoffs.

Clients ain't gonna leave you because their books were off by $83.

They leave because they felt:

– confused
– judged
– ignored
– talked down to
– like a ticket in a queue

And accuracy isn’t a differentiator for your firm. It’s the bare minimum to stay in business.

So if your firm’s marketing is basically:

✅ “We’re accurate.”
✅ “We’re detail-oriented.”
✅ “We know tax.”

...you’re describing every firm -- and also every piece of software your client is already paying for. 

What clients actually pay for now?

CERTAINTY. 

The feeling that someone competent is driving and they can stop white-knuckling the steering wheel.

That’s the outcome.
 
Then communication is the mechanism.

Because your clients don’t experience your technical skill, they experience:

→ how fast you reply
→ whether you explain things like a human
→ whether you sound calm when they’re stressed
→ whether you give options instead of jargon
→ whether they leave calls feeling clearer... or smaller

I’ve said this before:

The firm that makes clients feel calm will beat the firm that’s “technically perfect.”

Every time. 🙂

Hey LinkedIn. I've been on vacay for 2 weeks. Other than nonstop talk about Claude vs. ChatGPT, did I miss anything?

Linda is your Tax Manager.

Linda is also your Director of Operations.

Linda is exhausted.

But you didn’t plan it.

She was good, she was trusted, she was there, so whenever the firm needed something, Linda got the call.

Next thing you know, Linda's doing two completely different jobs under one salary and telling everyone she's fine.

SHE IS NOT FINE.

Every single day she's choosing between the client work that's due and the operational stuff that's been sitting on the back burner since January. 

Client work wins. It always wins. 

→ So the processes never get built 
→ The team stuff gets half the attention it needs 
→ The internal fixes just keep waiting

And because she's good, because she never complains, never misses a deadline, never makes it your problem, you don't notice how unsustainable it actually is.

Until she burns out. Or leaves. Or both.

Linda deserves one job with actual focus and actual ownership and a to-do list that a normal human being could reasonably finish.

Go check on your Linda. 🙂

A hard truth: 

Your best team member might quit... even if they like you.

Because liking you doesn’t pay rent.

If you want to keep A-players, it’s usually not about perks.

It’s about 5 things:

1) Clarity

→ What does “great” look like here? 
→ What matters this week? 
→ What doesn’t?

2) Fair pay (above market)

High performers know their value. 
If you’re “competitive,” you’re competing... with everyone.

3) Flexibility

Just enough trust to live like a human. 🙂

4) No micromanagement

If you hired them for ownership… don’t take it back the second they do it differently than you would.

5) Ask better questions (instead of jumping to conclusions)

Before “why didn’t you do X?” try:

→ “What happened?”
→ “What got in the way?”
→ “What would make this easier next time?”

Most A-players don’t leave after one hard week.

They leave when they realize:

“This is just how it’s going to be here.”

…

P.S. Ever left somewhere you liked… because the offer was better?

Confession from a coaching client of mine:

“I love an accounting firm business, but I don't love accounting.”

Is that a problem?

My answer:

Heck no, it's not a problem! Some of the best firm owners out there are pretty terrible accountants.

Thoughts?

My #1 fan has read every newsletter since 2018. She’s 92.

And she doesn’t understand most of what I write.

I write 3 email newsletters a week.

I try my best to make them as insightful and as valuable as humanly possible, yet in a digestible way.

I will admit that sometimes, I write a newsletter because I think it'll be fun for me and at least one other person.

One of the newsletters I sent a few weeks ago is one of those... because I wrote it for one of my fans, who is my grandmother.

Otherwise known as Nanny.

She's been a reader of my newsletter since my very first edition on Nov. 28, 2018!

The photo below is of us playing jarts up north at the cottage.

(Side note: Jarts were banned in Canada and the US in the 80's after 6,100 emergency room injuries in an 8-year span)

She reads every single one of my newsletters, even if she doesn't understand what the heck I'm saying.

You'll no doubt have #1 fans in your business as well.

It's important you give them the recognition they deserve and make them feel important.

Thanks for being a #1 fan, Nanny!

P.S. If you want the newsletter (Nanny-approved-ish), you can subscribe here: https://lnkd.in/edg-g5T8

P.P.S. Who is your #1 fan? Give them a shout-out in the comments 🙂

I hired the most expensive option twice last year. On purpose.

In both cases, the person I chose was by far the priciest.

One was my coach (about 4x the next best option).

The other was a $35k software migration expert (roughly 10x the alternative I was considering).

So why do some people charge way more... and still get the deal?

One BIG reason:

Their marketing pre-sold me.

My coach’s newsletter + content hit exactly what I was dealing with. It felt like, “yep, this person gets my world.”

Same with the migration expert.

Before we ever spoke, I already felt confident they’d seen my problem before and knew the path through it.

Here’s what made those stand out:

When I actually got into sales conversations with other options... a lot of it felt transactional.

– Quick chats
– Scripted questions 
– Well-trained reps

It all felt like “a process.”

My coach’s process felt different. 

– Warmer 
– Human 
– Like a real conversation

And that’s what made me choose him. I trusted him. 

That trust didn’t start with the proposal.

It started months earlier… with content that hit exactly what I was dealing with, and a process that felt genuine.

That’s why clients will pay 10x more for some firms and not blink.

Because when your marketing pre-sells and your process builds confidence…

…price somehow stops being the deciding factor. 🙂

I often decline “good opportunities” in my business.

(Even when they’re enticing, and even when they pay well)

It took me longer than it should have to learn that sometimes the “best” opportunities are the ones that quietly knock you off course.

Especially when:

→ They’re not aligned with where you’re taking the business
→ They’re not aligned with how you want to operate
→ They create momentum in a direction you don’t actually want

So here’s a simple filter I use (and I give to firm owners I coach) to decide fast without overthinking:

Before you say yes, answer these 3 questions:

1) Does this move the one thing I’m focused on right now?
2) What will this steal time from? (Be specific.)
3) What momentum does this create?

If the answers aren’t a clear yes, it’s a no. 

But there are exceptions.

If it genuinely helps the people you already serve, maybe consider it.

If you’re truly curious and want to learn, maybe.

Some people thrive on being everywhere. 

Ten events in 3 months, 7 podcasts a month, partnerships coming out of their ears. That energizes them.

That’s great if that’s you.

Some of us are just not wired that way.

I just constantly remind myself (and the firm owners I coach) that every yes, even the good ones, has a tradeoff.

5 things that could make an angry client *happily* pay you double:

(And keep you top of mind.) 

1) Give them peace of mind.
2) Flag bad news early.
3) Avoid all the nasty surprises.
4) Make them feel taken care of.
5) Apologize when you mess up.

The last one is the big one.

Because when something goes wrong, most firms default to: “That’s not our fault.”

And maybe it technically isn’t.

When a frustrated client reaches out, there's almost always something you could have done better.

(I say "almost always" because there are some clients that just plain stink.)

We all make mistakes.

The difference is whether you defend... or you take ownership.

Clients don’t pay more because you’re perfect.

They pay more because they trust you.

And trust grows when you:

– Flag issues before they discover them
– Take responsibility without excuses
– Fix things quickly and calmly

If you apply that across the firm, something interesting happens:

You deliver a better experience, clients happily pay you more, you serve fewer of them, and still make the same (or more) money.

Win-win.

If my COO could have awarded me with a trophy soon after she was hired, it might have been this. 

She was hired because I detest anything related to operations.

Putting systems and processes in place.

Hiring, interviewing, and onboarding.

Managing a team.

All that kind of stuff...

Maybe 6 weeks in, she sent me a Loom which had a few of these lines in it:

→ “You hired me to get you out of the weeds. But you're getting yourself into the weeds.”
→ “You are holding on to those reins tight.”
→ “You are in the nitty-gritty weeds.”
→ “You have to take your hands off of everything.”

And this beaut:

→ “I need you to get out the way.” 💣 💣 💣

Point made!

Did I mention she's quite direct? 😂

It was a bit of a wake-up call for me, truthfully.

Because all this time I didn't think I was that bad.

But seems I was.

And the reason I share all this is because I actually see the same kind of "control freak" personality traits in those I coach.

They're involved in EVERYTHING in the firm, making sure things are perfect.

And it kinda makes sense:

Because accountants have been trained to get things just right.

To balance every penny.

(Can you imagine if the books didn't balance?!)

But that doesn't translate well into running a business where things don't actually need to be perfect.

That's because having control over everything means you'll bottleneck.

Which means you sacrifice freedom and growth.

In fact, my COO had this piece of advice, which I think may be helpful if you struggle with being a control freak:

✅ “It's OK to let things breathe.”
✅ “It's OK to let some balls drop.”

If you want to have the type of business where you're hands-off, the pivot starts with you. 🙂

When I was much younger, I’d take almost any job.

Didn’t care who it was for. 

I just wanted the experience.

A foot in the door.

A paycheck.

So when I tried to hire for my own firm, I assumed others felt the same. 

I thought:

Post a role, pick someone, done.

But here’s the part I didn’t think through:

(And one I wish more new firm owners would hear)

Just because people need jobs... doesn’t mean they’ll want yours.

Some firm owners post a role and expect applications to flood in, then they get frustrated when the “right” person doesn’t show up.

But hiring isn’t one-sided.

You have to work for it before someone says yes.

That means:
→ Clear expectations
→ A real career path
→ Flexibility (because yes, they care)
→ A reason they’d choose YOU over 10 other job posts that all sound the same

If your mindset is “someone will take this, people need jobs”...

You’re going to attract the wrong people and deal with way bigger problems later. 

Top talent doesn’t just want a job anymore. 

→ They want direction
→ Stability 
→ Flexibility 
→ They want to know what they’re walking into.

If that part’s unclear or not at all appealing, they’ll move on. 

So build something worth joining.

Then someone great will say yes. 

P.S. Any tips you’d add to help attract top talent?

I’ve met a lot of “successful” firm owners who aren’t happy.

And I don’t mean their business is falling apart because on paper, it’s doing great.

When they say that, I don’t doubt them.

But I usually ask a few quiet questions to get a fuller picture:

- Are you happy?
- Are your clients happy?
- Is your team happy? 
- Is the firm actually generating the profit you want?

If even one of those is off...

Then maybe things aren’t as great as they seem.

Because on the surface, things can look fine. 

But behind the scenes, things are barely holding it together.

→ Revenue is growing... but so is stress.
→ Clients are staying… but you’re not sure why. 
→ The team’s working… but burning out quietly. 
→ And you haven’t taken a real break in months (or years). 

This is more common than most people admit, especially in firms that are “doing well.”

It doesn’t mean that you’re failing. 

But it’s a sign to slow down and ask the right questions.

Not always fun to hear:

But if you want your firm to grow without everything flowing back to you, the work starts with you. 

Easier said than done...

Which is why I'm excited to present on this subject on March 25 during the Bookkeeping Workflow Summit with several other fantastic presenters.

My specific session is titled:

How to Stop Being Your Firm’s Bottleneck: A 3-Step Program

(It's free and virtual so you can attend in your pajamas. 🙂)

Register here to attend or catch the recording: https://lnkd.in/eTDVFkTE 

Also I’m excited to do this alongside some seriously good people: ⚡️Roman Villard, CPA, Kellie Parks, CPB, FCPB, Greg Scholten, EA, and George Abdelmessih.

A weird metric I love:

“How often does your team solve something without telling you?”

If the answer is “never”... that’s worth looking at.

Here’s why:

→ It usually means they don’t feel safe making decisions
→ They don’t have clear standards to lean on
→ They don’t have decision rights
→ They’re missing context
→ You’re too fast to fix

A few practical moves that don’t feel like babysitting:

1) Stop answering on the spot.

“Make the call and tell me what you decided.”

(Watch how fast ownership shows up.)

2) When they bring a problem, ask one question:

“What do you think we should do?”

3) Pick one area and fully hand it over.

4) Let them be wrong sometimes.

Never in a catastrophic way. But if there’s no room to miss... there’s no room to lead.

One more thing:

I’m not saying all this from some perfect leadership pedestal.

I still catch myself jumping in too fast sometimes.

But I’m just committed to improving them.

That’s the work.

POV: Different ways people handle tax season stress 🔥

Which one are you?

P.S. This was taken during our team retreat in Bohol in 2025. Yes, the fire was real!

Most firm owners try to prove ROI with numbers.

But the best ROI is often... 

Relief.

If your client sleeps better because you’re on top of their mess, that’s value. 🙂

Proactive chartered accountant helping businesses save taxes and multiply revenue through strategic financial planning | Auditor | Finance Director | Fractional CFO

Are you a business owner who handles all their business finances on his own?

Are you overwhelmed by the taxation rules and deadlines?

I can understand your pain.

Being a business owner can be challenging. 

You have 100s of tasks to do, from sales calls to managing your team.

But do you know you can hire a finance director without a full-time commitment?

Yeah, can you imagine to have an accountant:

- Who takes care of all the deadlines
- Save taxes and increase your business revenue
- Tell you where your business is going?
- Give you the advice to grow your business.

That imagination can be turned into reality because you have landed on the right profile.
Hi, I'm Ahmad, a Chartered Certified Accountant with over 15 years of experience. I am a registered auditor and licensed practicing holder with ACCA.

 I provide Virtual CFO services, along with traditional accounting and audit solutions, tailored to your needs.

I have worked for one of the largest accountancy practices, KPMG and Grant Thornton, providing audit and accounting services to a diverse client base. This helped them make important strategic decisions to increase their business revenue and expand.

Here is how I can help your business:


- Audit and Assurance
- Virtual Finance Office
- Fractional CFO
- Personal taxes
- Bookkeeping
- Payrolls
- VAT

I like to share positive stories and occasionally give accounting tips!

I am not like the old-fashioned accountants who contact you at the end of the year to discuss their accountancy jargon.

I am more than an accountant (I am your trusted partner who wants your business success more than you)

Ready to take control of your finances and focus on what matters most? Let's connect and discuss how I can support your business goals in the featured section.

Ahmed Tirmizey, FCCA

I came to the UK in 2017.
(With no plan to stay,  just big dreams.)

I started my career with some of the biggest firms:
→ KPMG UK
→ Grant Thornton UK

On paper, it looked secure.
- Stable salary.
- Clear progression.
- Predictable future.

But something inside me wanted more.
So I went solo.

And honestly, it was terrifying.

No pipeline.
No marketing plan.
No guaranteed income at the end of the month.

Just belief.
Belief that I could build something bigger.
Belief that I could create impact on my own terms.

Close to two years into building my own firm, here’s what I’ve learned about myself:

→ I had to stop waiting to feel “ready” and start before I felt confident.
→ I had to get comfortable being visible, even when it felt awkward.
→ I had to talk about real problems I solve, not just qualifications.
→ I had to trust that my experience was enough.
→ I had to realise I’m not competing with everyone. I’m building something different.

The hardest part wasn’t the technical work.
It was the internal work.

→ Backing myself when results were slow.
→ Staying consistent when posts didn’t perform.
→ Showing up as a business owner, not just an accountant.

Building something from scratch is slow.
It stretches you.
It forces you to grow.

But every uncomfortable step builds confidence.
And I’m still building.

P.S. Follow Ahmed Tirmizey, FCCA, if you are a business owner who wants to grow his/her business.

I started attending events like this after I left my 9–5.

Because 9–5 was never about networking.
It was about targets, deadlines, and getting through the week.

But when I started building Reflex Accounting, I realised something quickly
- Relationships build businesses.

Yesterday, I was back in the room with UK Homes Network in Birmingham.

Here’s what stood out:

- Serious property investors have sensible, long-term conversations.
- Honest discussions about what’s working and what isn’t.
- New connections aligned with how we’re evolving as a firm.
- Familiar faces progressing in their own journeys.
- Opportunities that only happen when you’re physically in the room.

Networking isn’t about collecting business cards.
It’s about building trust before you need it.

As there is a famous saying:
"Your network is your net worth."

If you’re local to Birmingham, active in property, or simply want a proper conversation while we’re up there, reach out.

Always open to connecting with good people.

Tax filing and tax advice are not the same service.
Many directors assume they are.

David, who runs a small consultancy, thought his accountant was “handling his tax strategy.”
In reality, they were only filing his returns.

- Everything was submitted on time.
- Accounts done.
- Corporation Tax filed.

But no one was advising him.

Here’s the difference:

Compliance vs Advisory

Compliance (Tax Filing):
 - Preparing your accounts.
 - Filing your Corporation Tax return.
 - Submitting VAT returns.
 - Sending numbers to HMRC on time.

Advisory:
 - Reviewing if your business structure is tax efficient.
 - Planning the best salary vs dividend mix.
 - Identifying tax reliefs and allowances.
 - Advising before a new hire.
 - Advice before a major business decision.
 - Monthly or quarterly sessions to review KPIs and progress.

The Reality

Before:
David’s accountant filed everything correctly.
But no one reviewed how he was paying himself.

After getting advisory support:

 - His pay structure was reviewed and optimised.
 - Tax reliefs he hadn’t been using were identified.
 - Key business decisions were discussed before the year-end,

Result: Lower tax and better cash flow.

Compliance reports the past.
Advisory plans the future.

If your accountant only contacts you to ask for records…
You’re probably paying for compliance, not advice.

P.S. Your accountant keeps advising you or contact at the year-end?
Let me know in the comments.

Your accountant isn’t a CFO.

A business owner once asked me:
"Why do I need a CFO if I already have an accountant?"

Fair question. But here’s the reality:

A bookkeeper, accountant, and fractional CFO play very different roles.

The Bookkeeper
→ Tracks every penny.
→ Reconciles bank transactions.
→ Ensures your financial data is accurate.

The Accountant
→ Prepares financial statements.
→ Files your tax returns.
→ Keeps you compliant and tax-efficient.

The Fractional CFO
→ Builds financial strategies.
→ Analyzes KPIs and forecasts cash flow.
→ Supports high-level decisions like M&A and scaling.

See the difference?

A bookkeeper organizes your numbers.
An accountant reports your numbers.
A fractional CFO transforms your numbers into growth strategies.

If you’re only looking back at your numbers, you’re already behind.

A fractional CFO helps you stay ahead, scale faster, and take control.

P.S. Ready to make smarter financial moves? DM now.
Repost this if you find it useful.

Everyone says:
“I’ll sell the business when the time is right.”

Reality:
Most owners are the business.

And that’s the problem.
If the business collapses when you step away, there’s nothing to sell.

Buyers look for separation, not dependency.

They ask one simple question:
“What am I actually buying if the owner leaves?”

If you’re still handling everything:

- Key client relationships
- Pricing decisions
- Day-to-day operations
- Cash flow decisions
- Problem solving at every level

Then the value sits with you, not the company.
From a buyer’s perspective, that’s risky.
And risk kills valuation.

A sellable business looks very different:

- Decisions are documented, not improvised,
- Revenue doesn’t depend on one person,
- Clients stay even if the founder exits.
- Systems run the business, not memory.
- Performance is predictable, not heroic.

If you are the business,
you’re not selling an asset.
You’re asking someone to replace you.
And replacements don’t attract premiums.

Build the business so it can stand without you.
That’s when it becomes something worth buying.

P.S. If you want maximum valuation, then involving a proactive advisor in exit planning is important. 

If you are considering selling your business in the future, DM me now.

I 4x a business profit without increasing sales.
Here’s how

A business brought me in purely to “keep things compliant.”
No appetite for advisory. No big expectations.

While reviewing their numbers, one thing didn’t add up.

Turnover was growing,
But cash in the bank kept shrinking.

After digging into the detail, a few issues surfaced:

- Clients paying late as standard - Terms negotiated were 60 days.
- Pricing not reflecting delivery costs.
- No cash flow forecast before hiring.
- Too much money leaving before cash arrived.

Nothing dramatic on its own.
But together, it was quietly choking the business.

We restructured payment terms and adjusted pricing on new work.
Advised to negotiate legacy contracts.

Within months, cash flow stabilised
And profitability improved without increasing sales.

No flashy tactics.
Just fixing what was leaking.

A good accountant reports the past.
The right one protects the future.

P.S. If you want someone who looks beyond the surface, message me.

Read this if you hate surprise tax bills.
He hit £550k in revenue this year. Team growing, sales booming… but when I asked,
“How much tax have you set aside?”

He froze.

Two weeks later: a £32k corporation tax bill he wasn’t ready for.
Not because of bad advice.
Because his accountant… never spoke up.

Most business owners don’t leave accountants over mistakes. They leave because of silence:

- You’re always chasing them.
- You only hear from them at year-end.
- Tax bills still surprise you.

Your accountant should do more than file numbers. They should protect your cash flow, reduce tax legally, and help you make smart growth decisions.

Ask yourself: when did your accountant last reach out with advice you actually used?

P.S. If you can’t remember, it’s time to rethink your support.

One wrong formula. £18,000 gone.

He thought his spreadsheet was saving him time.
Turns out, it was slowly sinking his business.

Got a call from a business owner last month.
Said he just needed “a quick look” at his numbers.

Within 10 minutes, I realised the issue wasn’t his sales.
It was his system.

He’d built this monster spreadsheet over 3 years
Full of tabs, formulas, colour codes, and chaos.

It worked fine… until it didn’t.

One small formula error.
One wrong link between sheets.
And suddenly, his cashflow report was off by £18,000.

Here’s what happened next:

- He paid a supplier twice.
- Missed a VAT deadline.
- And almost couldn’t make payroll.

All because he trusted a file that couldn’t even trust itself.

Here’s the truth:

If your business depends on a spreadsheet,
You don’t have a system, you have a risk.

Real businesses run on real data:

- Live dashboards that update automatically
- Cashflow forecasts that show what’s coming
- Reports that make decisions easier, not harder

Because when your numbers are clean,
Your head is clear.

P.S. If your “system” is still a spreadsheet
It’s time to upgrade before it costs you more than time. Let’s talk about building something that actually scales.

Budgeting is only for businesses that are struggling.
(I used to hear this all the time.)

Here’s what actually happens:
Most founders don’t skip budgeting because they don’t care.
They skip it because things feel okay.

Money’s coming in.
Clients are paying.
Nothing’s on fire… yet.

So budgeting gets pushed back.
Until growth starts to feel heavier than it should.

Fast-growing businesses rarely fail loudly.

They drift into stress because they:
- Guess costs instead of knowing them.
- Assume cash will “sort itself out”.
- Forget about tax, hiring, or big one-off expenses.
- Make big decisions without running scenarios first.

The result:

More revenue.
More responsibility.
More pressure.
And less sleep.

Here’s the truth most founders learn the hard way:

Budgeting doesn’t slow growth.
It’s what stops growth from breaking you.

So when should you take it seriously?

- When sales are up but clarity is down?
- When you’re planning your next hire or expansion?
- When cash flow keeps you slightly on edge?
- When instinct isn’t enough anymore?

If growth feels stressful, it’s not because you’re doing badly.

It’s usually because your business has outgrown guessing.

P.S. DM now if you think your business is growing, but you are stuck?

This week, I attended the Heartland Hospital charity (Fundraising) event during Ramadan in Birmingham.

And it was more than just an event.

Here’s what stayed with me:

- Business owners coming together for something bigger than profit.
- Conversations centred around helping the community and uplifting the hospitals and their needs.
- A shared sense of responsibility towards the local community.
- Leaders giving their time and support.

The kind of unity that only happens when people gather with purpose.

These evenings aren’t about exposure.
They’re about contribution.

Ramadan is a month of reflection, discipline, and generosity.

Seeing the local community support Heartland Hospital charity during this time was a powerful reminder of what truly matters.

As the saying goes:
"We make a living by what we get, but we make a life by what we give."

If you’re in Birmingham and believe business should stand for more than just numbers, let’s connect.

20 mins of VAT filing turned into a 45-minute hustle.

It’s 10:07 pm. (Sunday)

The house is quiet.
Your phone is on 3%.
There’s a half-drunk cup of coffee next to you.

And you’re filing VAT.
You tell yourself,
“It’ll only take 20 minutes.”

45 minutes later, you’re still reconciling numbers…
Double-checking transactions…
Refreshing the HMRC page like it’s going to magically get easier.

You didn’t start your business for this.
But somehow, you became:

- The bookkeeper.
- The VAT filer.
- The payroll processor.
- The email chaser.
- The admin department.

And here’s the uncomfortable truth:
Every hour you spend doing £30/hour tasks
Is an hour you’re not doing £300/hour work.

Your real job isn’t admin.

It’s:

- Marketing
- Selling
- Leading
- Strategising
- Building relationships
- Making decisions that move revenue

That’s where growth lives.

Start here:
- Work out what one hour of your time is truly worth.
- Track what you actually spend your time on.
- Highlight tasks that don’t require your brain.
- Delegate, automate, or outsource them.

Because if you don’t protect your time, no one else will.

P.S. What is your hourly value? Let’s find out and free up your time.

Making £200k profit in your Limited Company?
Most posts show the “£12k salary + £37k dividends” strategy. But what if your profits are much higher?

Here’s how it looks and what to consider:

The challenge:
- Paying yourself all £200k as salary = huge tax and NIC hit.
- Pure dividends over the higher-rate threshold = extra tax on dividend income.
- Pension contributions and other allowances often get overlooked.

Options to make it more tax-efficient:

1. Mix of salary + dividends:

Take a salary up to the personal allowance.

Draw as dividends to stay under higher-rate thresholds if possible.

2. Pension contributions:

Contribute directly from the company.

Reduces corporation tax and grows your retirement pot.

3. Spreading income over multiple years:

Plan dividends strategically.

Avoid pushing yourself further into the additional-rate bracket unnecessarily.

4. Family member shareholders:

If appropriate, dividends can be shared with the spouse (subject to rules).

The reality:
There’s no one-size-fits-all solution.

A £200k profit scenario needs careful planning to combine salary, dividends, pensions and allowances.

Done right, you could keep more money in your pocket without breaking rules.

Bottom line:
High profits don’t mean high take-home. Strategic planning is key. Salary, dividends, pensions, and timing can save tens of thousands in tax every year.

P.S. Having a proactive financial partner who understands your sector and business can be very helpful. If you want complete details, DM now.

There was a time I made a decision in my business purely out of emotion.
I thought passion alone was enough.

Here’s what happened:

- I rushed into a deal without proper analysis.
- I let frustration cloud my judgment.
- I ignored advice from experienced mentors.

The outcome? A costly mistake that could have been avoided.

The lesson was clear: never make a big business decision while emotional.

Since then, I’ve built a framework to make decisions calmly and strategically:

- Step back and take time before deciding.
- Consult mentors or trusted advisors.
- Separate facts from feelings.
- Focus on long-term impact, not short-term relief.
- Trust your processes over impulse.

Making business decisions with clarity doesn’t just prevent mistakes; it opens the door to better opportunities.

Remember: emotions are powerful, but patience and strategy are stronger.

P.S. Have you ever made a decision you regretted because of emotions? Share your experience in the comments.

A harsh truth:
Profit doesn’t mean cash in the bank.

A business could make £150,000 net profit…
And still have no working capital.

Here’s how that happens:

Net profit: £150,000

Unpaid invoices: £90,000, as payment terms were 60 days
Shareholder drawings: £30,000
Loan repayments: £20,000
Taxes: £40,000
Asset payments: £15,000

Result?
Negative cash flow: -£30,000

The owner was using a personal credit card and personal loans to keep the business moving.

This leads to:

❌ “Where’s my money?”
❌ “I can’t be making a profit!”

Stress. Overwhelm. Burnout.

And, eventually, a failed business.

Instead, here’s how to fix it 👇🏻

1. Track cash flow metrics daily:
→⁠ Cash conversion, debtor days, working capital cycle.

2. Build a cash flow forecast:
→⁠ Update and review it every single day.

3. Review processes:
→⁠ Accounts receivable, payable, inventory.. all impact cash flow.

4. Conduct a financial audit:
→⁠ Review overheads, margins, and debt structure.

5. Do a breakeven analysis:
→⁠ Set budgets and track performance vs. KPIs.

Negative cash flow kills businesses.
Understand the risks.
Take action.

P.S. Need help? Let’s build your plan together.

This is where most people misunderstand the audit threshold changes.
The rules didn’t change overnight.

The new audit thresholds only apply to accounting periods that start on or after 6 April 2025.

Now here’s the catch 👇
If your business has a 31 March year-end, your accounting periods look like this:

- Year ended 31 March 2024 → started 1 April 2023
- Year ended 31 March 2025 → started 1 April 2024
- Year ended 31 March 2026 → started 1 April 2025

All of those periods started before 6 April 2025.

Which means:

The old audit thresholds still apply for all three years.

The first year that actually starts after 6 April 2025 is:
➡️ 1 April 2026 – 31 March 2027

So that’s the earliest point the new thresholds can apply.

Translation?
The law cares about when your accounting period begins, not when the headline announcement was made.

That’s why businesses think they have time…
And then realise the audit risk is already live.

Timing beats turnover every time.

P.S. If you are confused about your audit requirements, then DM now.

Here’s a truth most business owners don’t admit:
You can hit huge revenue numbers and still feel broke.

If profits disappear before you see them,
If your team is constantly struggling
And your decisions feel like guesses,
That “success” is just smoke and mirrors.

I help business owners build real, lasting businesses:

- Cash flow they can actually count on.
- Systems that keep the business running smoothly.
- Decisions made with clarity, not panic.

Because the truth is simple:
Impressive numbers don’t mean anything if your business can’t survive on its own.

P.S. If you want the same support, then DM freely.

Stop focusing on turnover. Start focusing on margin.

I once met a founder celebrating £750,000 in sales. 

On the surface, it looked like a big win but when we dug deeper, the numbers told a different story.

Here’s what we found:

- High revenue ≠ high profit.
- Unchecked expenses were silently eating into cash.
- Pricing hadn’t been reviewed in over 2 years.
- Operational inefficiencies were costing thousands monthly.


By focusing on margin improvement instead of just chasing sales, we were able to:

- Identify products/services that were actually profitable.
- Cut unnecessary costs without harming growth.
- Suggested to add more revenue streams & offerings to the same business.
- Free up cash for reinvestment and scaling.


The result? A business that not only makes more money but actually keeps more of it.

If you’re chasing turnover but your profits aren’t growing, it’s time to look under the hood.

P.S. Are you celecrating high turnover while the profits are unknown? then you are at a major risk.

Let me know in the comments which number is making you happy?

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Ahmed Tirmizey, FCCA

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The Battle

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Ahmed Tirmizey, FCCA

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