Cash, on hand
The cash actually in the business this morning. Not last month’s board pack. Not a guess. The number.
Plain figures.
In the hands of the people who run the place.
Today’s, not last quarter’s.
Few enough to actually be read.
A single number, in context, that changes what you do today.
Not
A dashboard with sixty tiles. A monthly export to a spreadsheet. A figure that arrives the week the decision is already made.
The same business, looked at four different ways.
Today
What moved.
The day’s cash in, cash out, invoices issued, bills received. Refreshed as it happens.
This week
The shape.
Seven days at a glance. Where the week front-loaded, where it tailed off, where something looks unlike the others.
This quarter
The trajectory.
Thirteen weeks of margin, receivables, customer mix. The trend, drawn quietly.
This year
The pattern.
Twelve months in twelve marks. The seasonality. The drift. The shape you recognise once it’s on the page.
Six numbers, set with care.
The dashboard a partner reads on Monday. Not sixty tiles — six. Each large enough to be taken seriously.
Cash on hand
across operating, savings, project accounts.
Days of cover
at current burn. Down from 71 last quarter.
Gross margin
trailing 30 days, after returns and credits.
Receivables, ageing
over 30 days. Two accounts make 78% of it.
Anomalies, open
flagged this morning. Awaiting partner review.
New leads, week
vs the prior four-week average.
How each number is made.
No black boxes. Every figure on the dashboard traces back to an arithmetic any partner can verify.
Cash on hand
←sum of bank balances across linked accounts at 06:00 SAST.
Days of cover
←cash on hand ÷ trailing 30-day net outflow.
Gross margin
←revenue − cost of sales, on submitted invoices and posted bills.
Receivables ageing
←outstanding invoices grouped by 0–30 / 30–60 / 60+ from due date.
Anomalies
←transactions outside a 90-day rolling band on value, supplier, frequency.
Customer concentration
←share of trailing-90 revenue from each customer, ranked.
Stock cover
←current on-hand units ÷ trailing 30-day issue rate, by SKU.
Project profitability
←billed + accrued revenue − allocated cost − overhead share.
How recent the number is.
Some figures move with each transaction. Some settle once a day. Some only matter at month-end. Each one is labelled.
Cash on hand
Sales register
Anomalies brief
Receivables ageing
Gross margin
Statutory packs
A real-time figure refreshes the moment the underlying event happens. A monthly figure waits for the books to close. Both are useful. Knowing which is which is the point.
What’s not on the page.
No vanity totals.
↳Lifetime revenue counters look impressive on screens, change nothing on Monday.
No averaged averages.
↳When ‘average customer’ hides two outliers carrying the whole business, it is worse than no number.
No leaderboards by default.
↳Team comparison metrics shape behaviour you didn’t intend to shape. Opt in, never default.
No machine-graded forecasts.
↳Scenarios are run by people, using the platform’s figures, with assumptions stated. A guess is labelled a guess.
Reporting at each tier of the platform.
More of the platform unlocks more of the dashboard. The arithmetic is the same; the questions it answers grow.
Nine standard reports configured to your chart of accounts. The numbers the auditor needs.
R 22 500
once-off
All standard reports + four cross-module dashboards built during onboarding. Refreshed live.
R 12 000
per month
Bespoke partner dashboard. Six numbers, chosen with you, reviewed quarterly. AI-drafted monthly commentary.
R 22 000
per month
All of Growth + predictive cashflow, scenario modelling, board-pack drafting, and dashboard tuning each quarter.
R 38 000
per month
What people ask before they trust the numbers.
Profit & Loss, Balance Sheet, Trial Balance, Aged Receivables, Aged Payables, Cashflow Statement, Stock Ledger, Sales Register and Purchase Register — all configured to South African accounting practice and IFRS for SMEs from day one.
Standard reports are statutory or accounting-defined views. Dashboards stitch data across departments — for example, a margin dashboard that combines sales (revenue), operations (cost of delivery), HR (allocated time) and accounting (overhead allocation) into one view. From Growth, cross-module dashboards are configured per client; on Full, they are bespoke and reviewed quarterly.
At month-end, an n8n workflow fetches the period’s reports and the prior period’s, sends them to Claude with a structured prompt, and produces a one-page narrative: significant variances, one-off events, concentration risks, watch items. The partner edits and signs off. Available from Growth.
On Full, a 4–12 week cashflow forecast is generated daily from the GL, AR ageing, AP schedule, payroll commitments and known recurring flows. Scenarios — 10% revenue drop, delayed receivables, major capex — are modelled on demand without rebuilding a spreadsheet.
Yes. On Growth, cross-module dashboards are configured per client during onboarding. On Full, dashboards are bespoke — the four to six metrics that actually drive your business, not generic ones — and are reviewed quarterly to keep them relevant.
Permissions are enforced platform-wide. Operational dashboards can be visible to relevant team members; financial dashboards typically restricted to finance and leadership. The Customer Portal can also expose curated dashboards back to clients where useful — for example, project status to a customer in real time.
Six numbers, on one page, kept honest.
The rest is noise dressed up as insight.