Every business runs on three engines: finance, sales and operations. Most Malta owners are personally running all three, so none of them run properly — and finance is the one that quietly slips, because it is the one with no customer shouting about it.
Hand that engine over completely and you get your week back for the two that actually grow the business.
No obligation. You speak to the accountant who does the work, not a call centre.
Nobody runs three engines at once. Finance is the one that can be handed over cleanly — it has rules, and it does not need to be you.
Six things owner-managers in Malta describe almost word for word. If four of them land, the problem is not you — it is that nobody has taken anything off your plate.
Money lands, money leaves. Whether any of it is actually yours is a guess until someone does the year-end.
Feast, then famine. Not because you cannot sell — because you were doing everything else that week.
Receipts in a folder, invoices in an inbox, and decisions made on instinct because that is all there is.
Someone asks and you reach for a feeling instead of a figure. You are usually close. Close is not the same as knowing.
It is in your head at 11pm, on Sunday, on holiday. It never quite closes, because it all still runs through you.
Chasing a €400 invoice at ten at night, because there is nobody else whose job it is to chase it.
Taking finance off you is not the same as filing your tax return. It means the whole engine — the structure, the rhythm, and the answer when you need one.
Scoped, not sold off a price list. What it costs depends on the size of the business and how much structure already exists — the first month is always the heaviest.
You get the fee and the scope in writing before anything starts. If the honest answer is that you don't need a consultant, you'll get that on the first call instead of a proposal.
Where the business is, where your hours actually go, and what finance looks like right now. No preparation, no tidying up first.
Structure, software and the handover from whoever holds it now — including dealing with your current accountant. You keep working.
Monthly numbers, a forward view of cash, and someone to call before decisions. Your attention goes to sales and delivery.
Most accountants file. Filing is necessary and it is not the same as knowing where you stand — if the numbers arrive eleven months after the decisions, they cannot help you make them. The question worth asking is whether yours tells you anything before year end.
I do not sell for you, and anyone who says otherwise is guessing. What I do is give you the numbers that tell you which work is genuinely profitable, which customers actually pay, and what you need to be charging — and hand back the hours you are currently spending on invoices and receipts, so you can go and sell.
The first month is the heaviest, because that is when the structure goes in and the handover happens — and most of that work is mine, not yours. After that it is a monthly conversation about numbers that are already prepared.
It is the normal starting point and it is factored into the fee. Nobody arrives with tidy books. If they had them, they would not need me.
It depends on the size of the business and what state things are in, which is why there is no price list here. The first call is free and by the end of it you will have a number. Scope and fee in writing before any work starts — no hourly surprises.
Owner-managed Maltese SMEs are the whole client list — too small to justify a finance director, big enough that the decisions carry real money.
I do. DM Accounting is a warranted accountant with a deliberately small client list — your file is not passed to a junior or sent offshore.
Tell me roughly what the business does and where your time actually goes. I will come back within one business day with what I would take off you and what it costs — or an honest answer that you are fine as you are.