Somewhere between your seed round closing and your Series A conversations starting, an investor will ask for your management accounts. For a lot of founders that’s the first time the phrase has come up, and the honest first reaction is to wonder whether it means something they should already have been doing.
The answer is yes, but they’re less work than they sound, and they’re a good deal more useful to you than they are to the investor asking for them.
In this blog, we’ll explain what management accounts actually are, how they differ from the statutory accounts you already file, and what belongs in a monthly pack your board will read.
What management accounts are
A monthly set of numbers that shows how the business performed and where it stands. At minimum a profit and loss for the month and year to date, a balance sheet, and a cash position – with the previous month and the budget alongside for comparison.
The key difference from a bookkeeping export is that management accounts are prepared on an accruals basis with the adjustments made: revenue recognised in the month it was earned rather than invoiced, prepayments spread, accruals raised for costs incurred but not yet billed, and deferred revenue treated properly.
Without those adjustments the monthly figures swing on invoice timing rather than on trading, which is exactly the problem we describe in What Is Deferred Revenue, and Why Is It Messing with Your Metrics?.
How they differ from statutory accounts
Statutory accounts are annual, externally facing, filed to a prescribed format and driven by compliance deadlines. Management accounts are monthly, internal, formatted however is most useful, and driven by decisions.
One practical consequence: your statutory accounts will never be the place you find out that gross margin slipped three points. By the time they’re filed, the quarter where you could have responded is long past.
What belongs in a monthly pack
Profit and loss, month and year to date, against budget. With variance explained in a sentence, not left for the reader to work out.
Balance sheet, with debtors and creditors broken out by age. Debtor days creeping up is one of the earliest warnings a startup gets.
Cash position and forecast. Closing balance, the movement, and the updated forward view.
The three or four metrics that drive your model – monthly recurring revenue and churn for SaaS, gross margin and unit economics for anything with a cost of delivery. Our piece on SaaS metrics that actually matter covers which ones earn their place.
A short commentary. Three or four sentences on what changed and what you’re doing about it. This is the part founders skip and investors read first.
What doesn’t belong: forty pages of detail. A good pack is short enough to be read by everyone who receives it.
Why investors start asking after seed
Pre-seed, investors accept that the numbers are thin. After a seed round, three things change.
They have a board seat or information rights, and a reporting obligation of their own to their fund. They’re watching whether the money is being deployed as described. And they’re forming a view on whether you’ll be ready for a Series A – which is largely a question about financial control.
A founder who sends a consistent pack by the fifteenth every month is answering that question before it’s asked. A founder who only produces numbers when chased is answering it as well, just not in their favour. It’s the same signal that surfaces later in due diligence, when investors go looking for a track record of monthly reporting.
When the spreadsheet stops working
Most founders produce their own version early on, and that’s fine. The usual signals that it’s time to change are: the pack takes more than a day of your month; the numbers need explaining before they can be read; revenue recognition has become genuinely complex; you’ve taken external money; or you’re within two quarters of a raise.
The cost of getting this wrong is rarely the accounting. It’s that the numbers arrive too late to act on, at which point you’re duplicating what your statutory accounts already do.
The takeaway
Management accounts are the difference between knowing what happened last month and finding out next year. Keep the pack short, get it out within two or three weeks of month end, and put a commentary on the front. Getting them out on the same date each month matters more than making them sophisticated.
Want a monthly pack your board actually reads?
Producing the monthly accounts, the commentary and the forward cash view – and then sitting down with you to work out what to do about them – is the core of what our fractional CFOs do with UK founders month to month. If your reporting isn’t yet doing that job, get in touch with us today to book a free consultation.
Disclaimer: This article is general in nature and does not constitute financial advice. Reporting requirements vary depending on your investors and stage – speak with a qualified adviser (hey, that’s us!) about what applies to your situation.
