The books in order, the numbers explained, the deadlines met.
Halden & Rowe is a small independent practice looking after limited companies, partnerships and sole traders. We prepare the accounts, run the payroll, file what needs filing, and then sit down with you and talk about what the figures actually mean.
Most of our clients turn over between £150,000 and £6 million. They are builders, consultants, letting agents, small manufacturers, veterinary practices and family firms. They want a fixed fee, a named contact who answers the phone, and no unpleasant surprises in month eleven.
Halden & Rowe was set up in 1998 by two accountants who had both spent their early careers in larger firms and had grown tired of the way small companies were handled there — passed between juniors, quoted on the hour, and rarely spoken to between one year end and the next. The intention was straightforward: build a practice that did careful, unhurried work for owner-managed businesses, and charge for it in a way that clients could plan around.
Nearly three decades later the model has not changed a great deal. We remain deliberately mid-sized. Every client is assigned a manager who prepares or reviews their work personally, knows the history of the business, and is the person who picks up the telephone. There is no call-handling system and no ticket queue. If your manager is out, someone who has read your file will speak to you.
We are not the cheapest option available to a small company, and we do not try to be. What we offer instead is consistency: work that is done on time, records that are complete and reconciled, filings that are made well before they are due, and advice that is given before a decision rather than after it. A good proportion of our new clients come to us after a bad experience elsewhere, usually involving a missed submission or a year-end bill that arrived without warning.
What we believe about small-company finance
Bookkeeping is not an administrative afterthought — it is the raw material for every decision an owner makes. A set of accounts prepared eleven months after the year end can only ever be a historical record. The same information, prepared monthly and read properly, tells you whether your margins are holding, whether a customer has quietly stopped paying, and whether you can afford the van or the extra pair of hands.
We therefore push most clients towards a monthly or quarterly reporting rhythm, even when the statutory requirement is annual. It costs a little more in the first year and it very often pays for itself in the second, either through better pricing decisions or simply through the absence of a scramble at year end.
We also believe in writing things down in plain language. Every report we issue includes a short covering note, in ordinary English, explaining what changed and what we think you should look at. Clients who want the detail can have the full schedules; clients who want the summary can stop after the first page.
What we do
Services
Most clients take a bundle — accounts, tax compliance and bookkeeping together — because it is cheaper and because the work overlaps. Everything below can also be bought on its own.
Annual accounts
We prepare year-end accounts for limited companies, partnerships, LLPs and sole traders, from whatever state the records arrive in. That includes reconciling the bank, agreeing the debtor and creditor listings, reviewing the fixed asset register, checking the treatment of anything unusual, and preparing the disclosure notes.
Draft accounts go out with a schedule of the points we would like to discuss and a comparison against the prior year. We will not file anything until you have read the draft, asked whatever you want to ask, and told us you are happy.
Statutory accounts in the required format
Full management-style profit and loss for your own use
Prior-year and budget comparatives
Written commentary on the movements that matter
Bookkeeping and record-keeping
We can take on the whole ledger or simply review and correct what your own staff have entered. In practice the second option suits most businesses with more than a handful of transactions a week: your team codes the day-to-day items, and we check the treatment, post the journals, and reconcile the control accounts at the end of each period.
We work with the mainstream cloud bookkeeping packages as well as with spreadsheets and, occasionally, with a carrier bag of receipts. We will tell you honestly whether a change of system is worth the disruption. Very often it is not.
Purchase and sales ledger maintenance
Bank and card reconciliations
Control account reviews and correcting journals
Year-end file prepared as you go, not in one rush
Management reporting
A monthly or quarterly pack, delivered within a fixed number of working days after the period closes. The standard pack runs to four pages: a profit and loss with comparatives, a balance sheet, a cash summary with a short forward view, and a page of commentary picking out what has moved and why.
Where a client has particular pressure points — labour recovery on jobs, stock turn, debtor days on a small number of large customers — we build a fifth page around those measures and keep it consistent so the trend is readable.
Agreed reporting timetable, held to
Consistent format month to month
Rolling twelve-month cash view
An hour on the telephone or in person each quarter
Business tax compliance
Preparation and submission of the business tax return alongside the accounts, with the computation, the capital allowance schedules and any adjustments explained on a single covering page rather than buried in an appendix. We tell you the amount due and the date it falls due as soon as the figures are settled, not weeks later.
Our advice is general and practical: how a particular transaction is normally treated, what records you would need if the treatment were queried, and where the boundaries of an ordinary interpretation lie. Where a question needs specialist input we say so and help you find it.
Corporation and business tax computations
Capital allowances and asset schedules
Liability forecasts given early enough to plan
Correspondence handled on your behalf
Payroll
A managed payroll for anything from one director to around a hundred and fifty employees. We collect the changes each period, process the run, issue payslips, produce the payment file for your bank, and make the required submissions. Employer pension contributions and statutory absence calculations are handled as part of the same process.
Payroll is unforgiving — people notice immediately when it is wrong — so we run it on a fixed cut-off with a named processor and a named reviewer. Every run is checked against the prior period before anything is released.
Weekly, fortnightly, four-weekly or monthly runs
Payslips and employer reports issued each period
Starters, leavers and year-end documents
Workplace pension uploads and assessments
Sales tax and indirect tax returns
Preparation and submission of periodic indirect tax returns from your records, with a reconciliation back to the ledger every period so that nothing drifts. We check the treatment of the transactions that commonly cause trouble — cross-border supplies, mixed-rate sales, deposits, part-exchanges and staff expenses — and flag anything that looks inconsistent with how you have treated it before.
If a scheme change would suit your circumstances better, we will model the effect over a full year before recommending it, and we will be candid about the administrative cost of switching.
Forecasting and lending support
Integrated profit, balance sheet and cash forecasts prepared in a form that lenders and landlords recognise. We build the model around your own assumptions, stress it against two or three downside cases, and write the short narrative that a credit committee will actually read.
We do not act as brokers and we take no commission from any lender. Our role is to make sure the numbers you present are defensible and that you can answer questions about them without reaching for a spreadsheet.
Company secretarial
The routine administrative work that keeps a company's public record accurate: annual confirmation filings, changes of officer and registered office, share allotments and transfers, and maintenance of the statutory registers. Small tasks, but ones that cause real inconvenience when they are neglected and then need unpicking two years later.
Company secretarial work is included in most of our fixed-fee packages rather than charged separately, because it is quick when done routinely and expensive when done retrospectively.
Work we do not take on
We are a general practice and we would rather refer you than improvise. We do not carry out statutory audits, we do not give investment or insurance advice, we do not deal with complex international structures, and we do not offer legal services. We keep working relationships with firms that do each of these and will make an introduction without charge or referral fee.
Sectors
Where we have the most experience
We are not specialists in the narrow sense, but three decades of work has left us with a good deal of accumulated knowledge in a handful of trades. If yours is on this list, we have almost certainly seen your particular problem before.
Sector
Retail and hospitality
Independent shops, cafés, small restaurants and a handful of licensed premises. High transaction volumes, tight gross margins and daily cash handling mean that the difference between a well-run set of books and a poorly run one shows up in the profit line within a quarter.
We concentrate on daily takings reconciliation, gross margin by category, stock control that is proportionate to the size of the business, and staff cost as a percentage of sales tracked week by week rather than only at the year end.
Sector
Property and lettings
Landlords with small portfolios, letting agents holding client money, and family property companies. The bookkeeping is not complicated but it is unusually easy to get wrong, particularly the split between repairs and improvements and the treatment of finance costs.
We maintain property-by-property records so that each unit's yield is visible, keep client account reconciliations current where an agent holds tenant money, and prepare the schedules that lenders ask for at refinancing.
Sector
Transport and logistics
Owner-operators, small haulage fleets and courier businesses. Fuel, maintenance and driver cost dominate the profit and loss, and vehicles bought on finance make the balance sheet look worse than the business really is unless the schedules are kept properly.
We keep a vehicle-by-vehicle cost record, separate finance charges from capital repayments so that gearing is stated correctly, and produce a cost-per-mile figure that owners can use when quoting.
Sector
Charities and small membership bodies
Local charities, community interest companies, sports clubs and trade associations with income up to around half a million. Trustees and committee members are usually volunteers who need reporting they can understand and defend at a meeting.
We prepare receipts and payments or accruals accounts as appropriate, keep restricted and unrestricted funds properly separated, and produce a one-page treasurer's summary for each committee meeting so that the numbers are discussed rather than merely noted.
Sector
Agriculture and rural businesses
Mixed farms, smallholdings and rural enterprises that have diversified into lettings, storage or events. Long production cycles, valuable but illiquid assets, and income that arrives in a few large instalments make cash planning unusually important.
We prepare enterprise-by-enterprise accounts so that the profitable parts of the business are distinguishable from the parts that merely occupy time, and we plan the cash year around the timing of the main receipts.
How we work
From first conversation to first set of accounts
There is nothing clever about our process. It is simply written down, followed in the same order every time, and visible to you at each stage.
An introductory conversation
Forty-five minutes, at our office, at your premises or on the telephone, at no charge and with no obligation. We ask what the business does, how the records are currently kept, what has gone wrong in the past, and what you would like to be different. You should also use it to decide whether you would be comfortable telling us bad news, because sooner or later every client has to.
A written proposal
Within five working days you receive a proposal setting out exactly which pieces of work we will do, when each will be delivered, what we need from you and by when, and the fixed annual fee split into monthly payments. If there is work we think you could reasonably do yourselves, we say so and price the alternative as well.
Taking over and getting the file straight
If you are moving from another firm we write to them, obtain the handover information and check that the opening position agrees to the last filed accounts. This takes a few weeks and is included in the fee. Where we find something that does not reconcile, we tell you what we have found, what it would cost to put right, and what happens if it is left.
The routine year
Once the file is straight the year runs to a timetable agreed in advance: bookkeeping reviewed on a fixed cycle, indirect tax returns prepared and submitted, payroll processed on set dates, management figures issued if you have taken them, and a mid-year call to look at the likely outturn while there is still time to act on it.
Year end and the annual meeting
Records are requested shortly after the period closes. Draft accounts follow, then a meeting — an hour, usually — to go through the results, the tax position and anything you are planning for the following year. Only after that meeting do we finalise and file. Nothing goes out of this office bearing your name that you have not read.
Our service commitments
Telephone calls returned the same working day, or the next if received after four o'clock.
Emails acknowledged within one working day, even if the substantive answer takes longer.
Draft accounts issued within the number of working days stated in your engagement letter, provided complete records arrive on time.
No fee raised for a short question. If a query is going to require chargeable work, we tell you before we start it.
A named manager and a named deputy, both of whom have read your file.
Fees
Fixed, quoted in advance, paid monthly
We stopped charging by the hour in 2006. Hourly billing punishes clients for asking questions, and a practice that wants clients to ask questions cannot sensibly meter the telephone.
Every engagement is quoted as a fixed annual fee based on the volume and condition of the records, the number of employees on the payroll, the reporting frequency you choose and the structure of the business. The fee is divided into twelve monthly payments so that it sits in your overheads rather than arriving as a single unwelcome invoice.
The figures below are the ranges most of our clients fall into. They are indicative only — a genuine quotation follows the introductory meeting, once we have seen a sample of the records.
Indicative annual fee ranges, exclusive of any applicable sales tax. Payable in twelve monthly instalments.
Package
Typically suits
Included
Indicative annual fee
Essentials
Sole traders and single-director companies with modest turnover and tidy records
Annual accounts, business tax return, one director's personal return, company secretarial filings, unlimited routine questions
£1,150 – £1,850
Standard
Established companies with a handful of employees and quarterly indirect tax returns
Everything in Essentials, plus quarterly indirect tax returns, quarterly bookkeeping review, payroll for up to five people
£2,400 – £4,200
Managed
Businesses that want the ledger run for them and figures every month
Everything in Standard, plus full bookkeeping, monthly management pack, quarterly review meeting, payroll for up to twenty people
£5,400 – £11,500
Managed Plus
Larger owner-managed groups, multi-site operations and businesses in a period of change
Everything in Managed, plus consolidated reporting, rolling cash forecast, budget cycle, board attendance up to four times a year
From £12,000
Additional work
Anything outside the agreed scope is quoted separately before it begins. Common examples are a lending application, a change of company structure, a one-off catch-up of neglected records, or supporting you through a review by the tax authority. You will always know the price, or at worst a capped range, before we start.
Typical one-off engagements
Engagement
Usual basis
Typical range
Catch-up bookkeeping for a neglected period
Quoted after reviewing a sample month
£420 – £2,600
Forecast pack for a lending application
Fixed fee
£850 – £2,200
Company formation and opening set-up
Fixed fee
£280
Members' voluntary wind-up support
Fixed fee, excluding third-party costs
£1,100 – £2,400
Support during a tax authority review
Capped monthly, agreed in advance
By quotation
What is never charged
The introductory meeting, however long it runs.
Short telephone or email questions from an existing client.
The work involved in taking over from a previous adviser.
Correcting an error that we made.
Fees are reviewed once a year, in writing, at least two months before any change takes effect. If the volume of work has fallen — fewer employees, fewer transactions, a simpler structure — the fee falls too. That is not a courtesy; it is written into the engagement letter.
Year planner
The shape of a typical financial year
Clients often ask what happens when. The rhythm below is how we organise our own work for a business with a year end at the close of the calendar year. It is a planning aid, not a statement of anyone's legal obligations.
Please note. Statutory filing and payment dates depend on your year end, your structure, the taxes you are registered for and the rules in force where you operate. Nothing on this page is a filing deadline. Your own dates are set out in the timetable attached to your engagement letter, and we confirm each one in writing before it falls due.
January
Year-end records requested
Opening balances agreed
Payroll rates reviewed for the coming year
February
Draft accounts prepared
Queries raised with the client
Stock and work-in-progress valuations reviewed
March
Annual accounts meeting
Tax computation finalised
Liability and payment dates confirmed in writing
April
Accounts and returns filed
Employer year-end documents issued
New-year budget prepared where taken
May
Quarter one management figures
Indirect tax return prepared
Fixed asset register updated
June
Half-year cash forecast refreshed
Insurance and lease renewals flagged
Debtor review with the client
July
Quarter two management figures
Mid-year profit outturn estimated
Remuneration and drawings reviewed
August
Bookkeeping catch-up window
Staff holidays covered by named deputies
System and process housekeeping
September
Quarter three management figures
Capital expenditure plans discussed
Pension and benefit arrangements reviewed
October
Pre-year-end planning meeting
Stock count arrangements agreed
Bad debt review
November
Draft outturn for the full year
Final decisions taken while they still count
Next year's fee letter issued
December
Year-end cut-off instructions issued
Stock count attended where applicable
Records checklist sent for January
Why the planning meeting in October matters
By the time a year end has passed, most of the decisions that affect it have already been made. The October meeting exists so that there is a deliberate moment, roughly two months out, to look at the likely outturn and decide whether anything should be done differently — an asset purchase brought forward or deferred, a bonus decision taken, a debtor chased harder, a loss-making line discontinued. It takes an hour and it is included in the fee for every client on the Standard package and above.
Insights
Notes for business owners
A short piece every few weeks, written by whoever in the office has been asked the same question three times. General guidance only — please speak to us about your own circumstances before acting on any of it.
14 July 2026 Cash management
Thirteen weeks is the only forecast most owners need
Annual budgets are useful for setting direction and almost useless for avoiding a cash crisis. A rolling thirteen-week receipts and payments forecast, updated every Monday morning in twenty minutes, will tell you far more. We set out the six lines that matter, explain why the wages run should always be entered first, and describe the simple traffic-light test we use with clients to decide whether a payment run can safely go ahead this week.
Gross margin by product line, and why the average hides the problem
A business with a healthy overall margin can still be losing money on a third of what it sells. We look at a composite example drawn from several clients: a small manufacturer whose reported margin of thirty-one per cent turned out to be four separate lines running at fifty-two, thirty-eight, twenty-two and minus six per cent. The article explains how to split the ledger without rebuilding your whole coding structure, and how often it is worth repeating the exercise.
What a complete set of records actually looks like
Clients frequently ask what we mean by "complete records", so we have written it down: bank statements for every account including the ones you forgot about, a reconciled cash book, sales and purchase listings that agree to the control accounts, stock figures with the basis of valuation stated, loan and finance agreements, and a note of anything unusual that happened during the year. The article includes the year-end checklist we send to clients each December.
Taking on your first employee: the practical checklist
Hiring the first person is a bigger step than hiring the tenth. There is a payroll to register, a workplace pension to arrange, insurance to put in place, a written statement of terms to issue and a genuine change in the way the owner spends their week. We set out the sequence in the order it needs to happen, with realistic timings, and note the three things clients most often leave until the week before the start date.
Most small businesses have no credit control process at all; they have a director who occasionally gets annoyed. We describe a simple four-stage ladder — a courteous reminder before the due date, a firm one after it, a telephone call from someone other than the owner, and a final written notice — with suggested wording for each stage. We also discuss when to stop supplying, which is the decision owners find hardest and delay longest.
Family arrangements are made informally and unpicked expensively. This piece covers the questions worth settling in writing at the outset: what the person is actually being paid for, whether they are an employee or an owner or both, what happens to their stake if they leave, and how decisions get made when two generations disagree. None of it is complicated, but all of it is much easier before anyone has fallen out.
Plenty of owner-managed companies have two directors, no non-executives and no formal meetings — and would still benefit from an hour a month spent reading the same four pages in the same order. We describe a minimal pack: results against last year and against plan, cash and commitments, the three operational measures that matter in your trade, and a decisions list carried forward from the previous month.
Fourteen of us work here, across accounts, tax, payroll and administration. These are the people who look after client relationships day to day.
MH
Margaret Halden
Founding partner
Margaret founded the practice in 1998 after twelve years in general practice, the last four of them running a small-company department. She looks after around sixty of our longer-standing clients and leads on business tax matters. She takes a particular interest in businesses going through a change of ownership, and has guided a good number of clients through handing a company to the next generation.
Outside the office she is a school governor and, by her own admission, an indifferent gardener.
TC
Tom Corley
Payroll manager
Tom runs the payroll bureau, processing something in the order of two thousand payslips each month across a hundred and forty employers. He has worked in payroll for nineteen years and holds the view, firmly, that a payroll run should never be the most interesting thing that happens in a week.
He and his team handle starters, leavers, statutory absence calculations, pension uploads and the year-end documents, and are the people to ring when an employee queries a payslip.
SO
Sarah Okonjo
Bookkeeping team leader
Sarah leads the four-strong bookkeeping team and looks after clients on the Managed package where we run the ledger in full. She spends a good deal of her time on the unglamorous but valuable work of getting a new client's records into a state where they can be relied upon.
She is our internal authority on the main cloud packages and will happily spend half an hour teaching a client's office manager a shortcut rather than doing the task herself for the next ten years.
Training and continuity
We take on one or two trainees every couple of years and support them through their professional studies with paid study leave and a mentor from among the managers. It is a slow way to build a team, but it means the people looking after your business generally stay: seven of the fourteen have been here more than eight years.
Every client has a named manager and a named deputy. Both attend the annual meeting where practical, so that if the manager is unavailable there is always someone who has met you and read the file. When a manager does leave, we introduce the replacement in person before the handover rather than announcing it in an email afterwards.
Client comments
What clients say
Taken from our annual client survey. Quoted with permission; some are abbreviated and identifying details have been removed at the client's request.
“We had three years of accounts filed late by our previous firm and a director who had stopped opening the post. Halden & Rowe took the whole mess, quoted a fixed price to sort it out after looking at one sample month, and then sorted it out without ever once making us feel foolish about the state it was in. Four years on, nothing has been late, and the January panic has simply gone out of our year.”
“The monthly pack is four pages and I read all four. Our old accountant sent a forty-page report once a year that I never opened, and I suspect nobody there expected me to. Priya rings me on the day the pack lands and we spend fifteen minutes on it — what moved, what she would look at, what I should decide before the end of the month. That quarter of an hour has changed how I price work, and it is probably the most useful fifteen minutes in my calendar.”
“I rang with what I was quite sure was a stupid question about a lease we had been offered. Nobody sighed, nobody put me through to three people, and nobody sent an invoice afterwards. I had a straight answer in about four minutes and a one-paragraph note in writing the following morning confirming it. Over eleven years I must have made fifty calls like that, and the reception has been identical every time. That is why we have never looked elsewhere.”
Changing adviser
Moving to us from another firm
Roughly two thirds of our new clients arrive from another practice. It is a great deal less trouble than most people expect, and there is no charge for the work involved.
The mechanics are as follows. Once you have appointed us, you write a short letter or email to your existing accountant telling them you are moving and authorising them to release your information to us. We then write to them ourselves — this is a professional courtesy that also serves as a check that there is no good reason we should not act. They send us the handover file: last accounts, tax computations, tax records, ledger balances, and the working papers behind the closing position.
We check the opening balances against the last set of filed accounts, agree the tax position, and register as your agent where that is required. In the ordinary case the whole process takes three to six weeks and you need do very little beyond signing two or three forms.
Common worries, answered honestly
"We are mid-year — should we wait?" Usually not. Moving mid-year means we have time to get the records straight before the year end rather than discovering problems in the middle of preparing the accounts. The only reason to wait is if your current firm is already well advanced on the year's work and you would end up paying twice.
"Will our old accountant be difficult?" Occasionally, but rarely for long. Most firms hand over promptly and professionally. Where information is slow to arrive we chase it politely and, if necessary, reconstruct what we need from your own records and bank statements. In thirty years this has not prevented a single client from moving.
"What if you find something wrong?" Then we tell you, in writing, with an assessment of how serious it is and what the options are. Most of what we find is minor — a misposted balance, a fixed asset register that stopped being updated, a provision carried forward for years after it ceased to be needed. Occasionally it is more significant, and in that case you are much better off knowing.
Ready to talk?
The first meeting costs nothing and commits you to nothing. Bring your last set of accounts if you have them to hand; if you do not, bring the questions instead. Contact details are below, or telephone 01632 960 118 and ask for James, who will find a time.
Questions
Frequently asked questions
If your question is not here, telephone and ask it. We do not charge for answering questions from prospective clients any more than we do from existing ones.
Do you work with businesses outside your local area?
Yes. About a third of our clients we see in person only once or twice a year, and a handful we have never met face to face at all. Records arrive electronically, meetings happen by video or telephone, and the service is otherwise identical. That said, we do think there is real value in walking round a client's premises at least once, and we will usually offer to do so in the first year regardless of distance.
Where we cannot help is with businesses operating under a materially different regulatory framework from the one we work in. If that is your situation we will say so at the first meeting rather than discovering it later.
Which bookkeeping software do you support?
We work with all of the mainstream cloud packages and with the older desktop systems that many established businesses still run perfectly well. We also work with spreadsheets, which for a business with fewer than about two hundred transactions a month are often the cheapest and clearest option available.
We are not resellers and we receive no commission from any software provider, so our recommendation is based only on what suits the size and shape of your business. If your current system works, our advice will usually be to keep it.
Do you give tax planning advice?
We give practical, mainstream advice about the ordinary decisions an owner-managed business faces: how a transaction is normally treated, the records you would want if the treatment were queried, the timing of a purchase, the balance between salary and profit distribution. All of it is general in nature and all of it is applied to your circumstances in a written note before you act.
We do not promote or participate in artificial arrangements whose main purpose is to obtain a tax advantage. Clients who want that will need to look elsewhere, and in our experience are usually better off not looking at all.
Do you offer audits?
No. We are not registered to carry out statutory audits and we do not hold ourselves out as auditors. The overwhelming majority of owner-managed businesses do not require one, and where a client does — because of size, because of a shareholder agreement, or because a funder insists — we will explain the requirement and introduce you to a registered audit firm we know and trust.
We receive no fee or commission for such an introduction, and we continue to act for you on the accounts, tax and payroll work alongside the auditors.
Contact
Get in touch
The quickest way to start is a telephone call. If you would rather write, use the address below and tell us a little about the business — we will reply within one working day and suggest some times to talk.
Halden & Rowe
Second Floor, Marchbank House
Alderfield Business Quarter
Norbridge
Opening hours
Monday to Thursday, 9.00am – 5.30pm
Friday, 9.00am – 4.30pm
Closed on public holidays
Finding us
Marchbank House sits at the northern end of the business quarter, set back from the road behind a small car park. Visitor parking is signed and free for up to three hours; ring ahead if you need longer and we will arrange it. Reception is on the ground floor and our offices are on the second, with lift access.
The nearest railway station is about a twelve-minute walk, and several bus routes stop at the quarter entrance. If you are coming by car, the approach road is one-way in the mornings, so allow a few extra minutes.
Sketch for orientation only; not to scale.
Before you call
It helps, but is not remotely essential, if you can tell us:
What the business does and roughly what it turns over.
How it is structured — company, partnership or sole trader.
How many people are on the payroll, if any.
When the financial year ends.
How the records are kept at the moment.
What has prompted you to look for a new adviser.
If you do not know some of these, that is itself useful information and no cause for embarrassment. Plenty of people ring us precisely because they do not know.
Please do not send confidential documents by email until we have agreed how to exchange them securely. We will set up a proper channel for you as part of taking you on.
An hour of conversation costs nothing
Whether you are starting a business, thinking about changing adviser, or simply want a second opinion on a set of figures, we are happy to talk it through. There is no obligation and no follow-up campaign afterwards.