Service 10 - Advisory & Finance Operations
Management Accounting.
The internal numbers leadership needs to steer the business week by week - cost centres, margins, KPIs, and variance analysis - prepared with the rigour of external reporting but the immediacy of operational intelligence.
What we do
Decision-support numbers,
on a predictable cadence.
- Management reporting pack Monthly management accounts with P&L by business unit, margin analysis, cash performance, and commentary leadership actually reads.
- Cost-centre accounting Cost-centre structure designed for how the business is actually run - with proper allocation of shared costs and contribution margin visibility.
- KPI dashboards Revenue quality, working-capital efficiency, cost-to-serve - the 10-to-15 KPIs that matter for your business, updated monthly with commentary.
- Variance analysis Actual vs budget vs prior year - explained clearly, with the drivers identified so leadership can act, not just notice.
- Product & customer profitability Margin analysis at the SKU, product-line, or customer level - the data behind pricing, portfolio, and commercial decisions.
- Board pack preparation Board-ready financial pack with KPIs, commentary, and management narrative - aligned to board rhythm and audit committee needs.
Why it matters
External reporting isn't enough.
Statutory financial statements tell the world how you did. Management accounts tell leadership what to do next. The two are related but not the same - and many mid-sized Saudi businesses run on the first without the second. The result is a CFO who can report last quarter but struggles to explain why margins moved, where working capital is trapped, or which customers genuinely add value. The numbers exist - they just aren't being organised to answer management's real questions.
Good management accounting is not about more reports - it's about the right reports, cut the right way, with commentary that changes behaviour. A proper monthly pack tells the board what changed, why, and what management is doing about it. Over twelve months, that discipline compounds into better decisions on pricing, cost, investment, and people - the kind of improvement that makes growth sustainable rather than coincidental.
Our approach
Four phases.
From noise to signal.
Design
Workshops with your leadership to agree the KPIs, cost-centres, and reporting cadence that will drive real decisions - not just fill pages.
Build
Chart of accounts restructuring, cost allocation methodology, dashboard build, and commentary templates - wired to your accounting system.
Run
Monthly reporting delivery to a fixed calendar, with a senior partner writing the commentary - not interns, not an offshore team.
Evolve
Quarterly review of what's useful versus what's noise - adding, retiring, refining KPIs as the business changes. Reporting stays useful, not just habitual.
Deliverables
What you receive.
Monthly management accounts
P&L by business unit, balance sheet, cash flow, KPIs, and four-page partner commentary - delivered on a published calendar.
KPI dashboard
One-page executive dashboard with the 10-to-15 KPIs that matter - revenue quality, margins, working capital, productivity.
Variance analysis pack
Actual vs budget vs prior-year with driver-level explanation - the "why" behind the numbers, written to be read.
Profitability analysis
Product, customer, or channel profitability cuts - whatever the business actually needs to make commercial decisions.
Board pack
Board-ready financial section with KPIs, narrative, and a forward-looking management commentary - aligned to your meeting rhythm.
Quarterly evolution review
Senior-partner review of what the reporting is producing versus what the business is consuming - with targeted improvements.
Who this is for
Four profiles we serve best.
Growth-stage businesses
Companies past basic accounting but not yet ready for a full-time CFO, needing professional management reporting.
Multi-BU operations
Businesses with several business units, products, or geographies needing consistent profitability visibility across all.
Investor-backed companies
PE, VC, or sovereign-fund-backed businesses where monthly investor reporting is expected to institutional standard.
Boards demanding better insight
Directors who want more than statutory reports - true management intelligence that supports real-time oversight.
Regulatory context
Where internal meets external.
IFRS alignment
Management accounts prepared on a basis that reconciles cleanly to IFRS statutory reporting - no awkward bridges, no audit adjustments running in parallel to management commentary.
CMA reporting obligations
For listed companies, management reporting aligned with CMA's quarterly disclosure expectations - so internal narrative and external disclosures reinforce each other.
SAMA supervisory reporting
For SAMA-regulated entities, management reporting structured to feed into prudential returns, risk appetite monitoring, and board risk committee needs.
Transfer pricing alignment
For group companies, segment profitability cuts that support transfer pricing documentation and BEPS compliance without parallel record-keeping.
Related insights
From our desks.
Partner notes on management reporting that changes behaviour - KPI design, commentary craft, cost allocation methodology.
Insights coming soon - a library of technical notes on management accounting practice is in preparation.
Reporting isn't driving decisions?
Tell us what your leadership needs to see but isn't seeing today. A senior partner will respond within one working day with a short design recommendation.
Request a consultation