This kind of advice is part and parcel of the annual accounts service in my view, even more so if they prepare your personal tax return. You don’t need daily advice.
Ask your accountant, it will take less than 5 minutes to do the relevant calculation based on the information you give him. Most likely an oversight.
Was it actually a private loan from the director to his brother, but the company accidentally or just to simplify things paid it directly to the brother? In which case directors loan account instead.
Problems with that - potential tax, disclosure, and why the company registered a charge for a loan it didn’t make.
I don’t see the point in bringing this in. Over the years i must have followed hundreds or thousands of threads and only very rarely get the spam comments and messages. It takes me all of about 5 seconds to identify it as rubbish and delete it. If I could be bothered I could presumably unfollow the threads i’m no longer interested in.
On the other hand, there have been very many comments i’ve Received on older threads that have proved extremely useful, I would no longer receive that benefit. Just because they are older doesn’t make them irrelevant, even tech threads.
The problem is surely because of spam accounts, why not tackle that problem directly rather than introduce a new makeshift rule that detracts from useful information being shared. The spammers will presumably simply start on new posts rather than old ones once their current method is scuppered anyway.
From memory there have been a number of suggestions by Awebbers as to how to restrict new members from spamming, and also asking ridiculous questions.
How many spam messages are people actually receiving ? Maybe i’m Just lucky. If your tech team are telling you that spammers are targeting old threads, can they also tell you exactly how old the threads are, you can then introduce the rule (if you have to) targeting the specific time frame rather than guessing.
You've already got the tartan paint, rubber nails, glass hammers and long weights I assume?
Is he left handed, if so don't forget the left handed screwdriver for the left handed screws.
Really useful response though RedFive, thank you.
Presumably the paper reminders help with the deadline management problems you raised a few months ago?
Definitely time to invest some of that £20 per month in decent software and/or staff.
I had him down for more of a shower type of guy than a romantic bubble bath. But maybe i’ve spent too much time thinking about it!
Always very difficult to judge as we don’t know what kind of work-life balance you have, what capacity you feel like you’re working at, the geographical location, type of client, your marketing spend, overheads etc.
But.....your average fees seem okay, assuming that they’re typically owner managed service ltd co’s etc.
As a sole practitioner (no staff) I always think that the reasonable maintainable max fees are about £130k-£150k, so with 2 partners and an office manager I would have thought £250k-£300k should be possible.
That said, organic growth to £165k GRF in 6 years is never to be sniffed at, I”m sure that many people would be delighted with it. Only you can judge whether £165k less overheads of say £45k giving a partner profit of £60k each is a commensurate income for the work you undertake.
Well done for getting to where you have done, no doubt a lot of work has gone into it and there’s room for it to increase even further. Better than working for someone else? That’s the measure I use!
Not quite sure how your 3 paragraphs are any more useful, but how about...….. Debit Bank Loan, Credit Directors Loan Account. There.
I think the questions arise from us because it's an unusual scenario, bearing in mind the members on here will cover thousands of clients over numerous years. Experience (on here), as you know, also suggests that we're very rarely given the full facts or pertinent information from the outset, especially when someone has only been a member for a few hours. So I'd say it's a mixture of that, plus some professional curiousity.
Personally I'm okay with discussions around the topic, even if you don't believe it's relevant, as it challenges assumptions and promotes alternative thinking and learning.
I guess there’s a possibility that the company is actually solvent but it agreed to a covenant that the business would maintain a certain financial ratio or positive directors loan account, the company has breached that covenant and the bank is therefore calling upon the PG.
Is that the case OP? Or is it simply that the business missed a few loan repayments and the. bank have got fed up?