Audit and Review Readiness
Assess whether your trial balance, reconciliations, schedules, contracts, controls, and prepared-by-client package are ready for external accountants.
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For owners, founders, and finance leaders
Business Financial Health Check
Check whether your financial statements, margins, working capital, and cash position give you a reliable view of business health.
5 guided steps
Private in your browser
Official guidance links
Start the free checker
Your free guided checker
Answer a few quick questions below. It is private - nothing is submitted or stored - and takes about a minute.
Informational business diagnostic only; not accounting, audit, tax, legal, investment, lending, or valuation advice.
The questions this tool walks you through
Here is what the checker asks and why each step matters. Prefer to talk it through? Contact us and we will help directly.
Over your last two or three closed periods, has the business earned a positive operating profit before owner draws and financing costs?
Operating profit - revenue less cost of goods and operating expenses - is the engine; a business that is not profitable at this line has a different problem than one that is.
Use the interactive tool above to see how this applies to your situation.
Official guidance: SBA guidance for managing finances
Could the business cover roughly two months or more of operating expenses from cash on hand today, without drawing a new loan or line of credit?
Cash runway - unrestricted cash divided by monthly operating spend - is the single best early-warning gauge; under about two months leaves no margin for a slow-paying customer or a bad month.
Use the interactive tool above to see how this applies to your situation.
Official guidance: SBA guidance for managing finances
Over the past twelve months, have your gross and operating margins held steady or improved, rather than drifting down?
A falling margin on flat or rising revenue is the classic quiet profit leak - rising input costs, discounting, or mix shift - and it shows up in the margin trend long before it shows up in the bank balance.
Shift from monitoring to deploying capital - reinvest, build reserves, and set stretch targets. Run a margin bridge to find where the profit is leaking, then reprice or re-cost to stop it.
Official guidance: SBA guidance for managing finances
Is the tight cash mostly because sales are growing fast and cash is tied up in receivables and inventory ahead of the profit landing?
Fast growth consumes cash - you pay for inventory and labor now and collect later - so a profitable, growing business can still run short of cash; that is a financing question, not a viability one.
Fund the working-capital gap deliberately and tighten the cash conversion cycle so growth pays for itself. Build a thirteen-week cash forecast and protect near-term liquidity before it becomes a crisis.
Official guidance: SBA guidance for managing finances
Is the business still generating positive gross profit on each sale - so the losses come from overhead and pricing rather than selling below cost?
Positive gross profit with a bottom-line loss usually means the cost structure or pricing is the problem and is fixable; negative gross profit means each sale loses money, which is a deeper cash and viability issue.
Run a margin bridge to find where the profit is leaking, then reprice or re-cost to stop it. Build a thirteen-week cash forecast and protect near-term liquidity before it becomes a crisis.
Official guidance: SBA guidance for managing finances
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