Bookkeeping, Systems & Automation

Introduction - Perfect Management Pack Most construction and engineering businesses don’t fail because they’re unprofitable. They fail because the  board doesn’t see problems early enough . I’ve worked with multiple of £500k–£10m construction and engineering businesses, and the pattern is always the same: The board pack arrives  too late It’s written  for accountants, not directors It shows a  generic P&L and balance sheet It tells you what happened, not  what’s about to go w

Introduction - P erfect Board-Level KPI Dashboard Most boards don’t need  more  numbers. They need  clearer  numbers. In construction and engineering, the biggest risks rarely show up as one dramatic figure. They creep in quietly: revenue looks strong, but margin is leaking job by job cash feels tight, but you can’t see whether it’s  WIP ,  debtors ,  retentions , or  supplier terms  causing the squeeze the team is flat out, yet EBITDA isn’t moving That’s why the best boards

Introduction - Data They Need Before Spending In many fast‑growing construction and engineering SMEs, directors and owners approve expenditure on intuition rather than data. Perhaps they trust their team, are pressed for time or rely on outdated processes. Yet uncontrolled spending erodes margins and creates cash‑flow pressures. This blog explores why directors bypass numbers, what information they need to see, and how often they should review it. Approving spend without chec

Introduction - Creating Departmental Accountability In growing construction and engineering firms, budgets are often decided at the top and then communicated to department heads without much discussion. The result? Lack of ownership, overspending and finger‑pointing when numbers go awry. True accountability happens when heads of operations, sales and service understand and own their costs. This blog shows how to gather data, measure performance and create a culture of account

Introduction - Financial Controllers Fail Without Authority Small and medium‑sized construction and engineering firms often view the financial controller as an accounting workhorse. Yet controllers are not magicians; they need authority, information and support to succeed. When business owners delegate  responsibility  without equivalent authority, they set the controller up for failure. In a £5 million construction firm, a controller might be expected to reconcile accounts,

Introduction - Training Non‑Finance Managers Many site managers and project leads in construction and engineering are highly skilled in operations but feel uncomfortable with financial reports. Yet understanding numbers, budgets, margins and cash‑flow, is essential for making informed decisions. This blog provides a step‑by‑step approach to training non‑finance managers, using plain language and tools designed for SMEs. Where Is the Best Place to Start? Begin with the basics:

Introduction - Building Internal Controls For construction and engineering SMEs, internal controls can feel like bureaucratic red tape. Business owners fear that adding checks and approvals will slow down projects. However, robust controls are like an immune system for your business. They detect errors, prevent fraud and build stakeholder confidence . This blog explains how to implement controls that protect assets without creating bottlenecks. Are Impactful Implementations D

Introduction - What is a Fractional Controller Construction and engineering SMEs often juggle rapid growth with complex projects, making financial oversight both critical and challenging. Owners frequently assume that sophisticated finance roles are only for large corporations, leaving them without the strategic insight they need. This blog explains what a  fractional controller (FC)  is, why it matters for small but growing firms, and how to evaluate whether your business sh

Introduction - Automation in Construction: Threat or Opportunity? Automation is becoming a major talking point across the construction and engineering sector. From CRM systems to job management apps and digital timesheets, more businesses are trying to use technology to “save time and improve accuracy.” But here’s the real question:  is automation actually helping your business, or is it slowing your team down? Many SMEs rush into software adoption expecting instant efficienc

Introduction If you run a construction or engineering business, you’ve probably invested in a CRM, job management system or project platform to “save time.” But here’s the truth:  if your operating systems don’t align with your finance function, they create more problems than they solve .Instead of saving time, your accountant ends up manually re-entering data, fixing errors, and trying to reconcile systems that don’t speak the same language. This blog explains why CRM, accou

Introduction In fast-growing construction and engineering businesses, the biggest financial problems often have nothing to do with invoices, cashflow or project overruns. They come from something far simpler:  people sitting in the wrong roles . Whether it’s a site manager trying to run procurement, an office manager forced into bookkeeping, or a supervisor covering commercial tasks, one misaligned role can create bottlenecks, low morale, slow problem-solving, and weak leader

Running a construction or engineering business often means wearing multiple hats, director, project manager, estimator, and sometimes even site labourer. But there’s one habit that quietly destroys clarity, cash flow, and control:  mixing business and personal finances . Many small business owners still use the same bank account for both, buying fuel, paying subcontractors, and covering personal bills all from one pot. It might feel harmless or “easier to manage,” but in real

Running a construction or engineering business means juggling a lot: materials, labour, procurement, compliance, and cash flow, all while keeping projects moving and clients happy. But behind every successful build is a strong financial structure. And that’s where your finance team comes in, starting with your  Bookkeeper  and your  Finance Director (FD) . These roles are often misunderstood, and many SMEs assume they’re the same. They're not. Understanding the difference cou

Introduction - ChatGPT in a Construction or Engineering Business If you work in  construction or engineering , you’ve likely heard about  ChatGPT  , but maybe you’re still wondering how it actually helps your business. Most small and medium-sized companies see AI as “something big corporations use,” but the truth is this:  AI is now the easiest way to save time, cut admin costs, and improve communication  across your team. At  Jones Financial Accounts (JFA) , we advise constr

Introduction - Fix GRN and PO Bottlenecks If you’ve ever had a site manager call the office saying  “materials are on site but the PO hasn’t been raised”  , you’ve felt the frustration of a  GRN (Goods Received Note)  bottleneck. It’s one of the biggest operational slowdowns in construction and engineering businesses. For most SMEs, these delays don’t just cause admin headaches, they affect  cash flow, supplier relationships, and project margins . Materials get delivered befo

Introduction - Five Tools Your Team Needs Now Construction moves fast: site changes, supply delays, subcontractors, RAMS, plant, traffic management, and a constant stream of calls from site. If your tools don’t connect, operations stall and costs creep. At  Jones Financial Accounts (JFA) , we help UK  construction and engineering SMEs  choose a  joined-up tech stack  that keeps sites moving, protects margin, and gives directors live visibility. Below is the  top 5 operations

Introduction - 5 Finance Tools Lift engineering businesses move fast: call-outs, PPM contracts, installs, subcontractors, vans, parts, and a blizzard of invoices, receipts and payments. If your systems don’t talk to each other, cash slows and margins drift. At  Jones Financial Accounts (JFA) , we help construction and engineering SMEs build smart finance stacks that connect field, finance and banking, so data flows from  receipt → bill → approval → payment → board KPIs  with

Introduction - Efficiency and Business Growth Every construction and engineering business wants to grow, but not every one of them is built to sustain that growth. While most directors focus on turnover and project wins, the real difference between businesses that expand profitably and those that struggle lies in  overhead efficiency . At  Jones Financial Accounts (JFA) , we often tell clients:  you don’t grow by spending less; you grow by spending smarter.  Overheads, your r

Introduction - Director Responsibilities In construction and engineering, directors carry more than hard hats and decision-making power, they carry  legal accountability . Every missed filing, unpaid tax, and compliance breach falls back on the board. The penalties can hit both the company and the individual director personally, fines, disqualification, or worse, reputational damage that lingers longer than any project delay. At  Jones Financial Accounts (JFA) , we see many d

Introduction - Cut Costs or Invest in Efficiency? When margins tighten, construction and engineering firms often look to cut costs and the office is usually first on the list. From rent and software to admin staff and subscriptions, these “indirect” costs feel like easy savings. But here’s the catch:  cutting costs doesn’t always make you leaner, it can make you slower . At  Jones Financial Accounts (JFA) , we work with SMEs across the UK to identify where savings improve eff