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Accounting and People
Outsourced accounting, payroll and people services
The finance function, run properly, without the hiring.
Bookkeeping through to CFO-level judgement, payroll that files on time, and the HR side that keeps both of them staffed. For businesses under about thirty people that are not ready to hire a finance team.
Request a scope and fee See what is includedThere is a stage most Ghanaian businesses reach where the spreadsheet has stopped working, the owner is still approving every payment, and the accounts arrive three months late in a form nobody can make a decision from. That is the problem this service exists to solve.
What you get, in order of what matters
Management accounts by working day ten, every month, in a format you can actually read. Not a trial balance emailed as a PDF, but a report that shows what happened, against what you expected, with the two or three things worth talking about pulled out at the front.
Statutory compliance handled without you thinking about it. PAYE and withholding tax by the fifteenth. SSNIT by the fourteenth. VAT by the last working day. Filings made, certificates issued, records kept in a form that survives a Ghana Revenue Authority review.
And someone senior to call. The judgement layer is what separates an outsourced finance function from a bookkeeping service. Whether to take the facility, whether the margin on that contract is real, whether you can afford the hire. A bookkeeper cannot answer those. A CFO can, and you do not need one full time.
Payroll is where the exposure hides
Payroll sits between finance and HR and frequently belongs to neither. It is also where a Ghana Revenue Authority review starts, because the records are predictable and the errors are systematic. Benefits in kind not grossed up. Bonus treated wholly at the graduated rates when the first 15% of annual basic qualifies for the 5% final rate. Tier 3 relief applied above the 16.5% cap. Expatriate staff on the wrong basis entirely.
None of these are difficult. They are simply nobody's job. We make them somebody's job, and we run the payroll to a fixed monthly timetable with a review before anything is filed.
The conversation that pays for the fee
When the numbers say something you do not want to hear. A contract that is losing money once you load it properly. A customer whose receivable has quietly become a loan. A margin that is being eroded by a supplier arrangement nobody has looked at for two years. That conversation is the point of having qualified people on your finance function, and it is the part that pays for the fee.
Management accounts, every month, without chasing
Employer SSNIT on basic salary, on top of gross pay, for every hire
From engagement to running your finance function
Scope
From bookkeeping to CFO judgement
Take the whole function or the parts you are missing. Most clients start with accounting and payroll, then add CFO time as the decisions get bigger.
Outsourced finance function
Bookkeeping, bank and control account reconciliations, accounts payable and receivable, fixed asset register, and monthly management accounts by working day ten. Delivered with a short commentary on what moved and why, not as a raw export.
CFO services
Part-time senior finance leadership: budgeting and forecasting, cashflow management, pricing and margin analysis, board reporting, lender and investor relations, and the judgement calls a bookkeeper is not qualified to make. Typically one to four days a month.
Payroll processing
End-to-end payroll: gross to net, PAYE, SSNIT Tier 1 and Tier 2, Tier 3 where operated, benefits in kind, bonus treatment and expatriate staff. Payslips issued, filings made, and a review before submission rather than after an assessment.
Xero implementation and training
Migration from spreadsheets or a legacy system, chart of accounts designed for how you actually report, bank feeds, approval workflows and multi-currency where you need it. Then training your team so the system belongs to you rather than to us.
Recruitment and onboarding
Finding finance and operations staff who can actually do the work, including a technical assessment set and marked by our own accountants. Contracts, onboarding and the statutory registrations that get missed on a first hire.
HR consulting and performance management
Employment contracts and handbooks compliant with the Labour Act 2003 (Act 651), performance management frameworks, salary benchmarking, disciplinary process support and the documentation that protects you when a matter is contested.
Process
How we take it over without breaking anything
Transferring a finance function is the moment things get lost. We run it as a defined handover with parallel operation, not a switch flicked at month end.
Discovery and health check
We look at the last twelve months of records, the current system, who does what, and where the statutory position actually stands. Frequently the first finding is something overdue that nobody had flagged.
Week 1Scope and fee
A written scope naming every deliverable and its deadline, with a fixed monthly fee. Anything outside the scope is quoted separately rather than absorbed and then argued about.
Week 1System setup or migration
Chart of accounts, opening balances, bank feeds, approval workflows and access permissions. Where you are already on a system that works, we use it rather than moving you for our own convenience.
Weeks 2 to 4Parallel run
One full cycle alongside your existing process. Both sets of numbers, reconciled to each other, differences explained before we go live.
One monthGo live
We take the function. Fixed monthly timetable, named contacts on both sides, and an escalation route that does not depend on one person being available.
Month 2Monthly rhythm
Accounts by working day ten. Statutory filings by their deadlines. A review call each month with the two or three things worth your attention.
OngoingEngagement
Fees, timing and who does the work
Fee basis
Fixed monthly feeSet on transaction volume, headcount and the deliverables in scope. Reviewed annually, not adjusted quietly.Who does the work
A named manager and teamThe same people every month, with a partner reviewing the output and available for the judgement calls.Onboarding
Four to six weeksDiscovery, setup and a full parallel run before go-live. Faster is possible and usually regretted.Sectors
Where an outsourced function works best
Where the founder is still approving payments and wants that time back.
Where the parent needs reporting to its own timetable and format.
Where grant conditions dictate the reporting and the audit trail.
Where investor reporting matters more than headcount and cash runway is the metric.
Where WIP, billing and utilisation drive the numbers.
Where NHIS claims and receivables need dedicated attention.
Where contract accounting and retentions complicate the month end.
Where stock, margin and multiple locations need daily discipline.
The maths
Outsource or hire? Do the whole calculation.
One person is not a finance function, and the cost of an employee is not only the salary.
- Gross salary, plus 13% employer SSNIT on basic
- Recruitment cost, and the gap while the role is open
- Software licences, and the person who maintains them
- Training, professional subscriptions and CPD
- Management time supervising a function you cannot assess
- The cost of errors nobody senior was reviewing
- Repeating all of it when they leave
Questions
Questions we are asked before the proposal
Is outsourcing cheaper than hiring an accountant?
Will you work with our existing system?
How quickly will we get management accounts?
What happens to our data if we leave?
Can you run payroll if we keep our own bookkeeper?
Do we get a real CFO or a bookkeeper with a title?
Can you be our accountant and our auditor?
What if our records are in a mess right now?
Next step
Send us last month's management accounts.
If they exist, we will tell you what we would change. If they do not, that is the answer, and it is the reason to call.
Under Accounting and People
Outsourced finance function
Bookkeeping, reconciliations, payables and receivables, and management accounts by working day five with a commentary on what moved and why. Run by qualified people, for a fixed monthly fee.
CFO services, one to four days a month
Part-time senior finance leadership: budgeting and forecasting, cashflow management, pricing and margin analysis, board reporting, and lender and investor relations. Typically one to four days a month.
Payroll processing and statutory filings
End-to-end payroll: gross to net, PAYE, SSNIT Tier 1 and Tier 2, Tier 3 where operated, benefits in kind, bonus treatment and expatriate staff. Payslips issued, filings made, and a review before submission rather than after an assessment.
Xero implementation and training
Migration from spreadsheets or a legacy system, a chart of accounts designed around how you report rather than around a default template, bank feeds and approval workflows, and training so the system belongs to you.
Finance recruitment and HR consulting
Finding finance and operations staff who can do the job, including the technical assessment most recruiters cannot run. Plus employment contracts, handbooks and performance frameworks compliant with the Labour Act 2003 (Act 651).
Finance team and executive training
Technical training for finance teams on IFRS, Ghanaian tax and month-end reporting, and executive sessions for boards and management on the figures they are asked to approve. Built from your own reporting and delivered by the people who do this work every day.