Practice Areas

Four areas, one financial reality

Financial management, reporting, audit and tax look at the same company and the same numbers from four different positions. A good financial decision requires those views to be consistent with one another.

Financial Management Advisory

The real job of the finance function is not to record the past but to help management make the decisions in front of it with better information. Cash, budgeting and performance management are the backbone of that work.

Scope

Cash flow management and short-term cash projections
Budgeting, rolling forecasts and scenario analysis
Financial planning and analysis (FP&A)
Performance management and management reporting
Building and organising the finance function as a fractional CFO

Questions asked

Where does cash tighten in the coming weeks?
Is the variance from budget driven by volume, price or cost?
Which indicators should management see the same way every month?

How it connects

Financial Reporting: Management reporting is only as good as the financial reporting it is built on.
Tax: A cash plan has to include tax and social security payments; a budget has to include the tax consequences of decisions.

Topic page Financial Management FP&A Cash Flow Management

Financial Reporting

Financial statements describe a company’s economic reality in a standard language. Getting that language right means external stakeholders and management are looking at the same picture.

Scope

TFRS / IFRS and BOBİ FRS (Turkish reporting framework for non-listed entities)
Conversion from statutory books to reporting standards
Preparation of financial statements and notes
Financial statement analysis
Design of reporting processes and systems

Questions asked

How far do books kept under tax rules reflect economic reality?
Do the statements and the notes support each other consistently?
Is the reporting process systematic enough to deliver the same quality every period?

How it connects

Audit & Financial Control: Reporting quality cannot be separated from the quality of the control environment that produces it.
Tax: In Turkey, accounting records are shaped largely by tax law; conversion requires understanding that gap.

Topic page Financial Reporting

Audit & Financial Control

An audit mindset does not ask whether a number is right, but how one can be sure that it is. Evidence, process and control are the answer.

Scope

Designing the control system and assessing its effectiveness
Identifying risks and key control points in financial processes
Detecting unusual transactions in financial data through analytics
Digitalising audit and control processes

Questions asked

Which process could produce a wrong number without anyone noticing?
Does the control exist on paper, or in practice?
What is unusual inside the accounting data?

How it connects

Financial Management Advisory: A good finance function builds control into the process, not onto the end of reporting.
Financial Reporting: Audit tests the reliability of what is reported.

Topic page Audit & Financial Control

Tax

Tax is not a line calculated at the end of a financial decision; it is a variable that shapes the decision itself. Financing, pricing, cost and structuring decisions should be assessed together with their tax consequences.

Scope

Assessing the tax dimension of financial decisions
The Turkish tax system and financial regulation
Analysing differences between accounting profit and taxable profit, and anticipating the tax burden
Reflecting tax obligations in the cash plan

Questions asked

Does the tax outcome of this decision change its economic outcome?
Why, and by how much, does accounting profit differ from taxable profit?
Do tax payments appear in the cash plan at the right time?

How it connects

Financial Management Advisory: Tax is an integral part of cash flow and the budget.
Financial Reporting: Deferred tax and book–tax differences are a direct subject of financial reporting.

Topic page Tax

My advisory work is carried out through Prime Numeris. Visit Prime Numeris

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