Finance & accounting
Know the number.
Know what created it.
SynqLedger keeps operations, accounting and evidence connected from the business event through to the reported result — giving finance a clearer view of what changed, why it changed and where the number came from.
The finance proposition
Finance that starts with what actually happened
The ledger should be the consequence of running the business — not a second version of it. Customers, procurement, inventory, manufacturing and people all resolve into one financial position rather than five stories to reconcile.
Reported because the business ran, not reassembled afterwards.
One financial picture
One financial picture of the business
Sales, procurement, inventory, manufacturing, payroll, assets, treasury and group operations all contribute to the same financial view. Finance sees the consequence of activity without assembling separate versions of reality first.
- Position and performance read together, from the same activity
- No parallel spreadsheets standing in for the real picture
- The same answer wherever the number is presented
- Cash
£2,184,600
Across operated bank accounts
- Receivables
£1,946,300
Owed by customers
- Inventory
£1,317,940
Stock held across locations
- Work in progress
£151,510
Value inside production
- Fixed assets
£3,402,850
Capital in use
- Payables
£1,208,470
Owed to suppliers
- Revenue
- £8,642,100
- Recognised from delivered activity
- Operating cost
- £6,915,380
- Materials, people, overhead
- Operating result
- £1,726,720
- Readable back to its origin
Illustrative composition — not customer data.
One model
The ledger should be the consequence of running the business.
When operational activity and its financial consequence are held in one governed model, the reported result is something finance can explain rather than defend.
Subledger confidence
The detail and the control position should agree
Finance should not discover at month end that operational detail and the financial control position have quietly drifted apart. Activity, the governed position behind it and the financial control it supports remain one continuous line.
Period close
Close by reviewing evidence, not rebuilding the month
When operational and financial activity stay connected throughout the period, close becomes a review of exceptions and evidence. Time goes into judgement and explanation instead of hunting for unexplained differences.
- Positions that agree are visibly agreed, not assumed
- Items needing explanation are named rather than discovered
- The month is reviewed, not reassembled
- ReceivablesAgreed
- PayablesAgreed
- InventoryAgreed
- Work in progressUnderstood
- CashReconciled
- ExceptionsIdentified
Illustrative composition — not customer data.
Drill-down
Every reported figure should open back to its evidence
Management and finance can investigate where a number came from inside the platform — moving from the reported result to the business position, the activity behind it and the evidence itself — instead of exporting the figure and reconstructing its history elsewhere.
- Reported resultRevenue · £8,642,100
The figure management is looking at
- Business positionCustomer and product performance
What the figure is made of commercially
- Source activityOrders delivered and invoiced
The business events that created it
- EvidenceThe document behind the activity
Where the number came from, without leaving the platform
Illustrative composition — not customer data.
Traceability
A number you cannot follow is a number you cannot defend.
Finance is judged on the answer to the next question. Keeping the path from the reported figure back to the business event is what makes that answer available immediately.
Corrections and history
Correct the record without erasing the story
Things change: a mistake is found, an estimate is refined, new information arrives. A correction should preserve what was understood before, what changed and why — so the current position is right and the history remains explainable.
Reporting
Reporting that remains connected to the business beneath it
Producing another report is not the differentiator. Maintaining the connection between the reported figure and the business evidence underneath it is — which is why statements, comparatives and management views all read the same governed record.
Financial position
What the business owns and owes, readable back to the activity that created it.
Performance
Revenue, cost and result presented with the business story behind each movement.
Cash
How the result became cash, and what still sits between the two.
Working Capital
Receivables, inventory, work in progress and payables as one connected position.
Trend and comparatives
This period against prior periods, with history that remains investigable.
Entity and group
Each entity in its own right, and the group view management needs.
The CFO view
The questions finance leadership actually opens with
What changed, where the cash is, what is tying up working capital, what is driving margin, what is blocking close and which balances need attention — answered from the record the business is already running on.
What changed?
Movement, not just balances
The difference between this period and the last, with what caused it
Where is the cash?
£2,184,600
Held across operated accounts, reconciled to the reported position
What is tying up working capital?
Receivables and stock
The positions between profit and cash, visible while the period runs
What is driving margin?
Product and customer mix
Margin read from the same activity that produced the revenue
What is blocking close?
Named exceptions only
Items to review, rather than differences to discover
Which balances need attention?
Identified, not searched for
Positions that need explanation are surfaced with their evidence
Illustrative composition — not customer data.
AI that understands the business behind the numbers.
Ask why. Understand what changed. Follow every answer to the evidence. Conversational explanation is in development and is not part of the currently available capability.
See where Intelligence is going
Working capital
Profit is not cash. Finance should be able to see what sits between them.
Receivables, inventory, work in progress and payables are the distance between the result and the bank balance. SynqLedger keeps that distance readable while the period is still running.
Working capital connection
See where the cash is tied up, not just what the result was
Receivables, inventory, work in progress, payables and cash combine into one position management can act on — which customers, which stock and which commitments are holding the money.
- ReceivablesSold, not yet collected
- InventoryBought and held, not yet sold
- Work in progressCommitted inside production
- PayablesOwed, not yet paid
- CashWhat the business actually holds
Treasury connection
From accounting position to cash position
The accounting position tells you what the business owes and is owed. The cash position tells you what it actually holds. SynqLedger keeps the two connected, with money movement handled as a controlled step rather than a side process. Bank connectivity is planned; today cash positions are maintained from governed statement and payment activity.
- Cash and accounting positions read from the same governed record
- Payment execution kept separate from accounting authority
- Direct bank connectivity is planned, not claimed as shipped
Group connection
From entity truth to group truth
Multi-entity reporting should preserve the authority of each underlying entity while giving management a group view they can rely on. Entities remain the source of truth; the group perspective is how leadership reads them together.
Connected across the platform
Where finance meets the rest of the business
Selling, buying, holding, making, paying people and moving money all resolve into the same financial picture.
Business outcomes
What finance teams get from a connected model
Close with fewer unexplained differences.
Positions that agree are visible as agreed, and the items that need judgement are named rather than discovered late.
Understand what sits behind the balance.
A balance is a business position with a story, not a figure that arrives without context at period end.
Follow reported figures back to evidence.
Questions about a number are answered inside the platform instead of through exports and reconstruction.
See operations, finance and cash as one business.
The same activity produces the operational record, the financial result and the cash position.
See finance on your own numbers
A guided walkthrough of the connected financial picture, the close, drill-down to evidence and the reporting your board and auditors will ask about.