02Practice 2 of 3
There comes a point at which the question is no longer whether the returns were filed, but whether the business can account for its own numbers. That requires a finance function, and most companies need one well before they can justify appointing one. We provide it — structure, controls, cash, capital — with everything in Core CA Practice continuing beneath.
- Valuation
- Rule 11UA, Income-tax Rules 1962
- Registered valuers
- Companies (Registered Valuers) Rules, 2017
- Reorganisation
- Companies Act 2013 · sections 230-232
- Cross-border
- FEMA 1999 and the NDI Rules
Who it is for
Companies beyond the point at which a founder keeps the books, groups requiring restructuring, and businesses raising, deploying or defending capital.
What it covers
Incorporation, structuring and restructuring
Which vehicle, held by whom, in what order — with the tax and compliance consequence of each option quantified before you commit to any of them. These decisions are, in practice, irreversible.
- Choice of vehicle: company, LLP, firm or trust
- Holding and subsidiary structures, and group reorganisation
- Conversion between forms, and its tax consequence
- Succession and family arrangement planning
An end-to-end finance team
Deployed rather than described. The people, the calendar and the reporting operate as your finance function — and transfer cleanly to an in-house team when there is one to receive it.
- Accounts, compliance and reporting run as a single function
- A monthly pack written for the person making the decision
- Board and investor reporting, built once and reused each quarter
- Documented handover when you bring the function in-house
Payroll advisory and compliance
Salary processing with withholding and statutory contributions computed and deposited on time, and the structuring advice that sits behind the payslip.
- Payroll processing, payslips and Form 130
- TDS on salary under section 392, deposited by the 7th
- Provident Fund and ESI computation and deposit by the 15th
- Salary structuring and professional tax registration
Cash, receivables and payables
The working capital cycle managed as a cycle: what is owed to you, what you owe, and what is in the account this week. Profitable businesses run short of cash for want of exactly this.
- Cash flow forecasting, weekly and monthly
- Receivable ageing, follow-up and a credit policy that is enforced
- Payable scheduling against available cash
- Banking relationships and facility utilisation
Internal control audit
Testing whether the controls you believe exist are the controls in operation. Commissioned by the board rather than required by statute, which is precisely what makes it useful.
- Process walkthroughs and control testing
- Segregation of duties and authorisation limits
- Concurrent audit of high-volume processes
- A findings report ranked by exposure rather than by page order
Valuation and fundraising
Valuation prepared on the basis the relevant law prescribes rather than the one that flatters, together with the file a funding round will expect to see.
- Fair market value under Rule 11UA for issues and transfers
- Discounted cash flow, comparable company and net asset approaches
- Financial modelling and scenario analysis
- Data room, diligence support and investor reporting
Mergers and acquisitions
The work on either side of a transaction: understanding what is in the numbers before the other party does.
- Financial and tax due diligence, buy side and sell side
- Deal structuring and the tax cost of each alternative
- Schemes of arrangement under sections 230 to 232
- Post-transaction integration of books and compliance
And everything below
CFO Advisory is not a narrower engagement than the practices beneath it. It contains the one below in full — the same work, by the same partners, on the same file.
Core CA Practice
- Bookkeeping and accounting
- GST — monthly and annual
- TDS — quarterly and annual
- Financial statements
- Income tax returns
- Audit reports
- Provisional and projected statements
What you receive
- A finance function running to a calendar you can see
- A monthly board pack: profit and loss, balance sheet, cash flow, ageing
- Valuation and diligence reports in the form the relevant law requires
- A financial model you keep, and can run yourself
Engage us
A first conversation costs nothing and usually takes twenty minutes. Bring your most recent return, or simply the question.
The three practices
Bookkeeping and accounting · GST and TDS compliance · Statements and returns · Audit and projections
02You are here
CFO Advisory
An end-to-end finance team · Structuring and restructuring · Cash and working capital · Valuation and fundraising · Internal control audit
Incorporation and structure · DPIIT and grant assistance · Capital structuring and ESOPs · Legal assistance