Monthly or quarterly close
Before figures can be used as management information, we assess whether the accounts for the agreed period are sufficiently complete, current and reliable.
Financial controlling and advisory
Financial controlling and advisory for growing SMEs
Your bookkeeping shows what has happened. With periodic financial controlling, we translate those figures into current management information, forecasts and clear points of attention for margins, costs and cash flow. This helps you support decisions with evidence and adjust sooner.
Flicc Finance can act as your outsourced controller and financial sparring partner, without the immediate need to hire a full-time controller.
Periodic reporting and reviewOne dedicated financial contactManagement information tailored to your business
Recognisable signals
When does your business need an outsourced controller?
Financial controlling becomes relevant when accurate historical figures are no longer enough to support recurring financial decisions.
The bookkeeping is up to date but provides little direction for decisions
Revenue is growing while available cash flow is lagging behind
Margins differ by product, client or sales channel without a clear explanation
Costs are increasing without being analysed systematically
Budgets and actual results are not compared periodically
Investment or hiring decisions are made mainly on gut feeling
The accountant delivers annual accounts but interim financial management is missing
A full-time controller is not yet appropriate for the size of the business
Activities
What does an outsourced controller do for your business?
We agree the precise activities in advance so that reports and analyses match your business model and the decisions you need to support.
Management reporting
We report the agreed information on revenue, gross margin, costs, results, working capital and cash flow where relevant.
Budget versus actuals
We compare actual performance with the agreed budget, identify relevant variances and discuss possible explanations.
Forecasting and cash flow projections
A financial outlook helps you plan hiring, investments and liquidity using current information and documented assumptions.
KPIs and management information
We select KPIs based on your business model and goals. For technical visualisation, this can be supported by financial dashboards and KPI reporting.
Scenario analysis
We compare the potential financial impact of price changes, hiring, investments or different growth scenarios.
Periodic financial review
Reporting becomes valuable when figures are interpreted. We discuss variances, risks and possible next steps and document the agreed points of attention.
For related specialist support, see our pages on financial administration and bookkeeping, tax advisory and business structures and financial controlling and bookkeeping for e-commerce.
Concrete outcomes
Management information that clarifies variances and financial choices
Recognise variances sooner
Comparing budgets with actual results shows where revenue, margins or costs are developing differently from expectations.
Plan cash flow ahead
A cash flow forecast helps identify potential liquidity constraints earlier and supports the planning of payments, investments or growth.
Support decisions with evidence
Margin analysis and scenarios make the financial impact of price changes, hiring or investments easier to compare.
Roles and responsibilities
What is the difference between a bookkeeper, controller and financial advisor?
The roles can overlap, but their responsibilities are not the same. Flicc Finance therefore agrees the assignment and responsibilities with you in advance.
Bookkeeper
Processes and checks the financial administration, focusing primarily on accurate historical figures and the agreed tax filings.
Controller
Assesses the reliability and consistency of figures, analyses developments and supports the business with reports, budgets and forecasts.
Financial sparring partner
Discusses what the figures mean and supports commercial and operational decisions within the agreed scope.
CFO or finance manager
Usually has broader responsibility for financing, the finance team, strategy, processes and the financial organisation.
Would you also like the financial foundation to be taken care of? Learn more about outsourcing your complete bookkeeping.
Our process
How we set up financial management
The frequency and content are tailored to your information needs, the timeliness of the accounts and the agreed scope.
Assess the accounts and information needs
We assess whether the financial foundation is sufficiently current and reliable and identify which management information is missing.
Agree on KPIs and reporting
We determine which figures fit your business model, goals and recurring management decisions.
Report and look ahead
We prepare the agreed reports, budget comparisons, forecasts and analyses using the available data.
Review and adjust
We interpret variances and periodically document clear points of attention or actions in line with the agreed arrangements.
Scope and pricing
What does an outsourced controller cost?
Financial controlling is priced to scope and therefore has no fixed entry price. The final scope and price depend on:
- size and complexity of the business
- quality and timeliness of the accounts
- reporting frequency
- number of entities or administrations
- required KPIs
- budgeting and forecasting requirements
- desired review frequency
- scenario analyses or additional projects
Figures in context
Reliable figures are the starting point for financial management
Historical figures must first be sufficiently complete and reliable. Context is then needed to understand variances. A controller does more than report: they ask questions, test assumptions and look ahead. The final business decisions always remain yours.
Frequently asked questions
Frequently asked questions about financial controlling and advisory
What is the difference between a bookkeeper and a controller?
A bookkeeper primarily processes and checks the financial administration and historical figures. A controller also assesses the consistency and reliability of the figures, analyses developments and supports the business with management reporting, budget comparisons and forecasts.
When is an outsourced controller useful for an SME?
An outsourced controller may be suitable when the accounts are in order but interim financial management is missing, budgets and actuals are not compared systematically, or forecasts and scenario analyses are needed while a full-time controller does not yet fit the organisation.
Which reports will I receive?
We agree this in advance based on your information needs. Possible components include a management report, KPI overview, budget-versus-actuals analysis, cash flow forecast and margin or cost analysis. Only the components included in your proposal form part of the service.
How often do we review the figures?
The reporting and review frequency is specified in the proposal and aligned with the timeliness of your accounts and the decisions you want to support. Reviews therefore take place periodically according to the agreed arrangements.
Can I use controlling without outsourcing all of my bookkeeping?
We assess this during the intake. Financial controlling requires current, consistent and verifiable accounts. If another provider handles the bookkeeping, data availability, division of responsibilities and ownership must be agreed in advance.
What does an outsourced controller cost?
Financial controlling is priced to scope. The size and complexity of the business, the quality of the accounts, reporting and review frequency, the number of entities, required KPIs, forecasts and additional scenario analyses determine the final scope and price.
What information do you need to get started?
We need access to current financial data and relevant context, such as the accounts, general ledger information, previous reports, budgets, bank and cash flow data and an explanation of the business model. During the intake, we determine which information is required for your scope.
No-obligation introduction
Which management information is your business missing?
During the introduction, we discuss which management information you currently lack, how up to date your accounts are and which reporting and advisory frequency suits your business.