A multi-office architecture practice was profitable and had no idea why. The books closed late, the partners argued about which studio was carrying the firm, and nobody could answer a simple question: which people, on which projects, actually made money. Revenue was growing. Cash never seemed to. That gap is almost always a reporting problem, not a business problem.
We rebuilt the reporting from the ledger up. A live P&L with the expense lines broken out rather than lumped. A balance sheet comparison period over period. AR aging, so the partners could see which invoices were quietly funding the clients instead of the firm. And per-person efficiency, which is the number an architecture practice lives or dies on and almost never measures. This is what fractional CFO services look like in practice: not advice, an instrument. Financial reporting that a partner can act on the same morning it lands.
YTD revenue grew 44%. Eighteen team members tracked against utilisation. Six interactive panels the partners actually open, instead of a PDF nobody reads. The dashboard below is the real thing, with the client name removed. Every figure in it came out of their books.
Cash flow forecasting first, because a growing firm with slow receivables runs out of money while the P&L looks excellent. Then margin by project, then margin by person. Most practices discover their most prestigious client is their least profitable one.
A fully interactive financial dashboard built for a multi-office architecture practice — covering P&L, balance sheet, AR aging, team efficiency, and AI-generated insights. Built with vanilla HTML, CSS, and Chart.js. Zero dependencies beyond a CDN. Every number tracked. Every variance explained. Built so the team always knows exactly where they stand — not just at year end.
Every line item visible with MTD/YTD toggle, color-coded variances vs prior year, and category subtotals.
Side-by-side assets and liabilities vs prior year, with composition charts and equity waterfall.
Aging buckets, collection-to-billing ratio by month, top client rankings, and action-item summaries.
Billable vs non-billable hours per person, YTD vs monthly toggle, and performance trend table.
Each panel surfaces contextual callouts: what's working, what needs attention, and recommended actions.
Adapts gracefully from desktop to mobile. All charts resize, tables scroll, tabs wrap — no fixed widths.
| Category | May '26 | May '25 | Chg $ | % |
|---|---|---|---|---|
| Automobile | ||||
| Gas | $72 | $218 | –$146 | –67% |
| Auto Repairs | $5,920 | $196 | +$5,724 | +2920% |
| Mileage Reimbursements | $436 | $408 | +$28 | +7% |
| Auto Loan Interest | $312 | $388 | –$76 | –20% |
| Total Automobile | $6,740 | $1,210 | +$5,530 | +457% |
| Communication | ||||
| Telephone & Internet | $1,184 | $1,302 | –$118 | –9% |
| Total Communication | $1,184 | $1,302 | –$118 | –9% |
| Contributions & Dues | ||||
| Charitable Contributions | $1,120 | $50 | +$1,070 | +2140% |
| Software & Subscriptions | $1,904 | $1,096 | +$808 | +74% |
| Total Contributions & Dues | $3,024 | $1,146 | +$1,878 | +164% |
| Credit Card & Processing | ||||
| Annual Card Fee | $1,285 | $1,045 | +$240 | +23% |
| Payment Processing Fees | $268 | $970 | –$702 | –72% |
| Processing Fee Credits | –$229 | –$507 | +$278 | — |
| Total Processing Fees | $1,324 | $1,508 | –$184 | –12% |
| Insurance | ||||
| Health Insurance | $9,240 | $5,680 | +$3,560 | +63% |
| Workers' Compensation | $612 | $528 | +$84 | +16% |
| Equipment Insurance | $1,846 | $— | +$1,846 | New |
| Property & Casualty | $240 | $220 | +$20 | +9% |
| Total Insurance | $11,938 | $6,428 | +$5,510 | +86% |
| Marketing | ||||
| Photography | $8,000 | $2,400 | +$5,600 | +233% |
| Online Advertising | $2,140 | $2,680 | –$540 | –20% |
| Directory Listings | $860 | $1,320 | –$460 | –35% |
| Events & Networking | $288 | $2,110 | –$1,822 | –86% |
| Other Marketing | $912 | $4,082 | –$3,170 | –78% |
| Total Marketing | $12,200 | $12,592 | –$392 | –3% |
| Office Costs | ||||
| Rent | $18,000 | $18,000 | $— | 0% |
| Office Supplies | $3,480 | $6,520 | –$3,040 | –47% |
| Office Maintenance | $1,920 | $1,820 | +$100 | +6% |
| Payroll | ||||
| Staff Wages | $93,480 | $80,220 | +$13,260 | +17% |
| Principal Salary | $20,867 | $20,792 | +$75 | 0% |
| Employer Taxes (Federal) | $8,244 | $7,680 | +$564 | +7% |
| Payroll Service Fees | $2,310 | $1,784 | +$526 | +30% |
| State Employer Taxes | $46 | $— | +$46 | New |
| Total Payroll | $124,947 | $110,476 | +$14,471 | +13% |
| Professional Fees | ||||
| Accounting | $4,980 | $5,220 | –$240 | –5% |
| Consultant – Marketing | $5,000 | $— | +$5,000 | New |
| Consultant – Interior Design | $3,820 | $2,190 | +$1,630 | +74% |
| Consultant – 3D & Drafting | $5,188 | $4,332 | +$856 | +20% |
| Contract Architects | $— | $4,040 | –$4,040 | –100% |
| Interns | $2,640 | $3,440 | –$800 | –23% |
| Total Professional Fees | $21,628 | $19,222 | +$2,406 | +13% |
| Other Expenses | ||||
| State / Estimated Taxes | $8,076 | $6,946 | +$1,130 | +16% |
| Travel & Entertainment | $4,488 | $3,204 | +$1,284 | +40% |
| Retirement Contributions | $1,872 | $1,372 | +$500 | +36% |
| Utilities | $448 | $496 | –$48 | –10% |
| Loan Interest (SBA) | $412 | $402 | +$10 | +2% |
| Postage & Delivery | $972 | $32 | +$940 | +2938% |
| TOTAL EXPENSES | $221,453 | $194,176 | +$27,277 | +14% |
| NET INCOME | $164,817 | $74,880 | +$89,937 | +120% |
| Account | May '26 | May '25 | % Chg |
|---|---|---|---|
| Bank & Cash | |||
| Primary Checking (Main Bank) | $361,480 | $92,340 | +291% |
| Investment Account | $284,320 | $268,140 | +6% |
| Short-Term Treasuries | $398,640 | $— | New |
| Money Market (MMF) | –$15,080 | $262,460 | –106% |
| Operating Account | $4,920 | $4,160 | +18% |
| Total Bank | $1,034,280 | $627,100 | +65% |
| Fixed Assets (Net) | |||
| Vehicles (3 units) | $273,428 | $273,428 | 0% |
| Computer Equipment | $108,920 | $97,480 | +12% |
| Office Furniture & Fixtures | $204,880 | $152,640 | +34% |
| Equipment | $183,840 | $180,120 | +2% |
| Office Renovation | $253,640 | $205,480 | +23% |
| Tenant Improvements | $137,788 | $137,788 | 0% |
| Less: Accumulated Depreciation | –$816,600 | –$816,600 | 0% |
| Total Fixed Assets (Net) | $345,896 | $230,336 | +50% |
| Other Assets | |||
| Strategic Investment (8% note) | $465,000 | $— | New |
| Security Deposit | $213,350 | $213,350 | 0% |
| Intercompany Receivable | $138,640 | $199,240 | –30% |
| Project Loans Extended | $80,440 | $17,420 | +362% |
| Staff Loans Extended | $22,880 | $28,020 | –18% |
| Other Advances | $100,259 | $60,213 | +67% |
| Total Other Assets | $1,020,569 | $518,243 | +97% |
| Other Current Assets | |||
| Investments (long-term) | $100,000 | $100,000 | 0% |
| Staff Receivables (net) | $60,702 | $66,240 | –8% |
| Other Receivables | $962 | $20,099 | –95% |
| Total Other Current | $161,664 | $186,339 | –13% |
| TOTAL ASSETS | $2,562,409 | $1,562,018 | +64% |
| Account | May '26 | May '25 | % Chg |
|---|---|---|---|
| Credit Card | |||
| Corporate Card Balance | $29,640 | $44,120 | –33% |
| Total Credit Card | $29,640 | $44,120 | –33% |
| Current Liabilities | |||
| Client Retainers / Deposits | $1,440,680 | $1,082,340 | +33% |
| Vehicle Loan (Auto Financing) | $70,840 | $84,880 | –16% |
| SBA Loan – Principal | $128,440 | $135,020 | –5% |
| Retirement Plan Payable | $9,720 | $4,840 | +101% |
| Other Current Liabilities | $1,800 | $1,800 | 0% |
| Total Current Liabilities | $1,651,480 | $1,308,880 | +26% |
| TOTAL LIABILITIES | $1,681,120 | $1,353,000 | +24% |
| Equity | |||
| Paid-in Capital | $5,850 | $5,850 | 0% |
| Owner Distributions | –$80,000 | –$80,000 | 0% |
| Retained Earnings (b/f) | $727,357 | $609,418 | +19% |
| Net Income – YTD | $228,582 | –$38,400 | +695% |
| TOTAL EQUITY | $881,789 | $496,868 | +77% |
| TOTAL LIAB. & EQUITY | $2,562,909 | $1,849,868 | +39% |
| Name | Team | YTD % | May % | Change | Trend |
|---|
Most firms find out where their money went in April. This dashboard tells you in real time — so you can act in January. That is the difference between reacting to your numbers and running your business from them.
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