karumandovex
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Bunbury, Western Australia
Most people think financial analysis is about crunching numbers until patterns emerge. That's partly true. But the real work happens when you know which numbers to look at and why they matter for your specific situation.
Back in early 2024, we worked with a Perth-based manufacturer who couldn't figure out why their margins kept shrinking. The usual suspects—rising costs, competitive pressure—didn't fully explain it.
So we went deeper. Turns out their procurement cycles were misaligned with production schedules by about eleven days on average. Small gap, but it meant they were carrying excess inventory while also rushing last-minute orders at premium rates.
We map transaction flows against seasonal trends and operational cycles to spot disconnects that standard reports miss.
Industry benchmarks give you a starting point, but your business has unique rhythms that require custom metric frameworks.
Month-to-month changes tell one story. But comparing actuals against what should have happened tells you where systems are breaking down.
Surface-level symptoms get all the attention. We dig into the underlying drivers because that's where sustainable improvements live.
These aren't theoretical concepts. They're practical approaches we've refined over hundreds of client engagements.
If a metric looks normal, we ask why. Sometimes normal is exactly the problem—markets shift and yesterday's benchmarks become today's warning signs.
Profit margins matter, but cash flow tells the real story. You can be profitable on paper while running out of money to operate.
Total revenue growth of 8% sounds great until you realize one product line grew 40% while three others declined. Aggregates hide problems.
Looking at annual data smooths out important signals. Monthly or weekly views reveal operational realities that quarterly reports obscure.
A AU$50K cost increase means different things for a AU$500K business versus a AU$5M one. Context through ratios keeps analysis honest.
Historical data explains what happened. Leading indicators—order pipelines, client retention rates—help predict what's coming next.
I've been doing this work since 2011, mostly with mid-sized businesses across Western Australia. The technical skills matter, but what really makes analysis useful is understanding how businesses actually operate day-to-day.
First step is making sure the numbers are clean. I've seen plenty of analyses fail because someone was working with incomplete exports or miscategorized transactions. Takes time but saves everything later.
Before diving into numbers, I need to understand how the business actually makes money. Revenue sources, cost structures, operational cycles—the mechanics matter because they shape what patterns mean.
This is where most insights surface. Comparing periods, segments, and performance against projections. Looking for outliers and trends that signal something worth investigating further.
When something looks off, I form theories about why. Then I test them against other data points. Sometimes the obvious explanation is right. Other times you find something unexpected that's more important.
Analysis without action is just an expensive report. Every finding needs to connect to something the business can actually do—whether that's adjusting pricing, changing processes, or reallocating resources.
We're accepting new client projects starting September 2025. Initial consultations take about 90 minutes and give you a clear picture of what's possible.
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