We help owner-run South African companies read their numbers honestly, plan the next twelve months with confidence, and walk into funding conversations prepared. Tell us where you are and we'll suggest the sensible first step.
Every engagement starts with a plain-language conversation about what you actually need — not a fixed package you have to grow into.
A rolling thirteen-week cash view so you always know what's coming and when. For owners who feel the month-end squeeze but can't yet point to its cause.
Annual budgets and driver-based forecasts you can actually defend in a board or bank meeting. We build the model with you so you understand every assumption inside it.
Getting your numbers, story and paperwork ready before you approach a bank, the IDC or a private lender. We help you ask for the right amount, in the right shape.
A senior financial head on a monthly retainer — for businesses too big for a bookkeeper alone but not yet ready for a full-time CFO. Standing meetings, real accountability.
We unpick what each product, job or client genuinely costs you, so your pricing reflects reality rather than habit. Owners are often surprised by what's carrying the business — and what's quietly draining it.
A monthly reporting pack that fits on a few pages and answers the questions you actually ask. No forty-tab spreadsheet nobody opens.
Whether you're buying, selling or bringing in a partner, we help you test the numbers behind the deal and understand what you're really taking on.
Sensible advice on how to structure entities, drawings and reserves as you grow — coordinated with your accountant and tax advisor, never in competition with them.
Egerton gave me the first thirteen-week cash forecast I've ever actually trusted. I stopped guessing which suppliers to pay and started deciding on purpose.
They prepared us properly before the bank meeting — the numbers, the story, the awkward questions. We got the facility, and at a better rate than I expected.
What I value is the honesty. When something in my pricing didn't make sense, they said so plainly and then helped me fix it. No jargon, no drama.
A mid-sized manufacturing client came to us convinced their margins were fine and their supplier costs were under control. Neither turned out to be quite true. Here's how we worked through it together.
The business bought from roughly 600 suppliers across three sites, with no single view of who they were, what they cost, or which ones actually mattered. Purchasing decisions were made site by site, on relationships and habit. When we asked which twenty suppliers drove most of the spend, nobody could answer with confidence.
We consolidated eighteen months of purchase data, de-duplicated and verified supplier records, and mapped spend against actual usage. Then we sat with the site managers to test what the numbers were telling us against what they knew on the ground. The point was never to blame anyone — it was to build one version of the truth everyone could trust.
The 600 suppliers collapsed to 41 that mattered, with the top twelve accounting for most of the spend. Renegotiating just those relationships took a meaningful bite out of annual cost, and the business now reviews its supplier base every quarter instead of never.
Unverified suppliers at the start
Suppliers that actually mattered
Reduction in annual supplier spend
From messy data to a clear view
You won't be handed to a rotating cast of juniors. The person who understands your numbers is the person you speak to.
Twenty-two years across banking credit, corporate finance and owner-run business advisory. Daniel started the firm because too many good businesses were making sound decisions on shaky numbers.
A chartered accountant who spent years inside fast-growing companies before advising them. Nomsa builds the models and reporting packs that clients say they finally understand.
Former commercial lender who now sits on the other side of the table with our clients. Pieter knows what banks and development funders actually want to see, and helps you show it.
The person who turns messy source data into something clean and reconciled. Anele is often the reason a client's numbers add up for the first time in years.
Tick the statements that ring true for your business right now. There are no wrong answers — this is for you, not for us.
Your finance function is broadly keeping pace with the business. A periodic health check is likely all you need — worth a conversation, not a rescue.
There are gaps that are costing you clarity, and probably money. A focused engagement on the weak spots would pay for itself quickly.
You're running a growing business partly blind, and that's a risk you don't have to carry. This is exactly the situation we're built to fix — start with a call.
No — we work alongside them. Your accountant handles compliance and statutory work; we focus on the forward-looking side: forecasting, cash, funding and decision support. We're happy to coordinate directly with them.
Probably not. Most of our clients are owner-run businesses turning over between R5 million and R150 million a year. If you're smaller and have a specific problem to solve, we'll still tell you honestly whether we can help or point you elsewhere.
Project work is quoted upfront as a fixed fee once we understand the scope. Ongoing advisory is a monthly retainer sized to how much of us you need. No hourly surprises.
No. Retainers run month to month after an initial agreed period, and project work ends when the work is done. We'd rather keep clients because they want to stay.
We prepare you for funding — the numbers, the model, the story and the paperwork — and support you through the conversations. We don't take a commission on the funding itself, so our advice stays on your side of the table.
Kimberley and the wider Northern Cape are home, and we love meeting clients in person. But a good deal of our work happens over video calls and shared files, so distance isn't a barrier for the right fit.
Usually within two to three weeks of an initial conversation, depending on scope and our current load. Genuinely urgent situations we'll always try to make room for sooner.
The principles stay the same; what we look at hardest depends on the shape of your business.
Seasonal cash swings and input-price volatility make cash forecasting non-negotiable here. We build models that survive a bad rainfall year, not just an average one.
Fuel, fleet finance and utilisation are where the margin lives or dies. We focus on cost-per-kilometre visibility and the timing of vehicle replacement.
Costing is everything — knowing the true landed cost of each product and each supplier. Our supplier-base work often starts here.
Thin margins and daily cash make weekly rhythm more useful than monthly. We help owners see profitability by site, shift and line, not just in aggregate.
Job costing and retention terms can quietly swallow your cash. We track profitability by contract and keep the working-capital cycle visible.
Growing practices often outrun their finance admin. We bring structure to billing, drawings and partner reporting so the numbers keep up with the practice.
Start with a straightforward conversation about where your business is and what's keeping you up at night. If we're not the right fit, we'll say so and point you somewhere better.
We're based on Du Toitspan Road in Kimberley and see clients in person across the Northern Cape. For in-person work we generally stay within about 250 km of the city; further afield we work remotely with occasional visits.
| In-person, regularly |
|---|
| Kimberley & Galeshewe |
| Ritchie |
| Barkly West |
| Warrenton |
| Hartswater & the Vaalharts area |
| Douglas |
| Kuruman (by arrangement) |
Businesses in Upington, Springbok and beyond the Northern Cape work with us largely online, with in-person visits scheduled for the moments that need them — kick-off, key reviews and funding preparation. The quality of the work doesn't change; only the travel does.
If you're outside South Africa, or need someone physically on site every week far from Kimberley, we're honestly not your best option. We'd rather tell you that than stretch ourselves thin across the country.
Knowing our edges is part of doing good work. Here's where we stop, and who to speak to instead.
Not sure which bucket your problem falls in? Ask us anyway — pointing you to the right person is a five-minute favour we're glad to do.
Tell us where your business is headed and we'll help you read the numbers behind it.
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