Five areas of expertise to activate all your performance levers.
Accounting, financial management, owner-manager pay, payroll… These issues are closely linked. We address them together to give you a coherent view and advice that takes your whole situation into account, from your accounts to your plans.
- Accounting & taxVAT, annual accounts, tax returns, e-invoicing
- Quarterly support plan90-day action plans, reviewed every quarter
- Part-time CFOMonthly dashboard, budget, banking relationships
- Company set-up, legal & wealthLegal status, owner-manager pay, holding company
- Payroll outsourcingPayslips, DSN filings, contracts, departures
Accounting & tax
Up-to-date accounts and well-managed tax: the reliable foundation for all your decisions.
- “I want accurate accounts, but I don't have time to deal with them.”
- “I want to know where I stand before the year-end, not six months later.”
- “I have to switch to e-invoicing and don't know where to start.”
- Day to day — automated collection of your documents, bank feeds and bookkeeping.
- Monthly or quarterly — VAT returns and monitoring of your tax deadlines.
- At year-end — annual accounts, corporate or personal income tax returns (liasse fiscale), presented and explained to you.
- All year round — tax advice on your transactions and support in the event of a tax audit.
E-invoicing: since 1 September 2026 all French businesses must be able to receive electronic invoices; issuing them becomes mandatory for SMEs and micro-businesses on 1 September 2027. We help you choose your approved platform.
Quarterly support plan
Running a business means flying on instruments rather than by sight: financial management doesn't remove the turbulence, it keeps you on course. Every quarter we review the situation with you and agree a 90-day action plan.
- “My turnover is growing, but my cash isn't keeping up.”
- “I don't know which activity really makes me money.”
- “I only discover my margin once a year, with the annual accounts.”
- 01
Assessment and forecasts
Review of your accounting processes, annual budget or business plan, levers identified on your cost structure and profitability.
- 02
90-day roadmap
Priority actions and clear objectives for the quarter.
- 03
Quarterly review
Meeting and reporting: budget versus actual, successes, obstacles, cash.
- 04
Corrective actions
The focus areas for the next quarter and a new action plan.
Who it's for — Business owners who want to stop relying on the annual rear-view mirror, or whose margin and cash are tightening without a clear reason.
Three pillars: visibility (knowing where you stand), a course (a clear destination), actions (deciding and adjusting). A separate engagement from the annual accounts, with its own engagement letter.
Part-time CFO
A finance director a few days a month: enough to keep control of the figures, the bank and investment decisions, without creating the position.
- “I'm preparing a financing round and my bank wants a forecast.”
- “I have to decide on a hire or an investment.”
- “I have nobody in-house to keep track of the figures.”
- “My finance team needs reinforcement, supervision or an experienced eye to back its decisions.”
- Every month — a one-page dashboard and a one-hour review with you: what is off plan, and what to do in the days ahead.
- Ongoing — budget, rolling cash-flow forecast, variance tracking, invoicing, credit-control and reporting processes.
- Banking relationships — financing applications, negotiation of short-term facilities, preparation for and attendance at your bank meetings.
- Major decisions — investment, recruitment, opening a new site, acquisitions: costed beforehand and monitored afterwards.
- Who it's for — growing businesses or those seeking finance, with no finance profile in-house.
Indicators tracked in both formats: turnover, gross margin, break-even point, working capital and customer payment days, net cash, debt repayment capacity.
Company set-up, legal, social & wealth strategy
Your legal status determines your pay, which in turn determines your social protection and your taxation. We deal with these issues together, in line with your accounts.
- “Salary or dividends: what do I really keep?”
- “SARL or SAS: which legal form suits my project?”
- “Should I set up a holding company?”
- 01
Company set-up
Choice of legal form, preparation of the file, registration, first decisions on pay.
- 02
Pay & wealth
Salary versus dividends, self-employed or employee-like social status, holding company, business transfer.
- 03
Corporate
Approval of the accounts, amendments to the articles of association, disposals.
Who it's for — Founders setting up their company, and owner-managers reviewing their pay, their status or the structure of their group.
For reference: in a French SARL, the majority manager's dividends above 10% of share capital, share premium and shareholder current accounts are subject to social charges. Salary or dividends: the right balance has to be calculated.
Payroll outsourcing
Hand over your payroll and focus on your business. We handle the whole cycle, from hiring to your employees' departure, applying your collective agreement.
- “I'm hiring my first employee.”
- “I want to be sure I apply my collective agreement correctly.”
- “I no longer want to worry about DSN filings.”
- Every month — payslips, DSN (the French monthly social return) and monitoring of social charges.
- Throughout the year — employment contracts, sick leave, final settlements, France Travail certificates.
- Ongoing — monitoring of your collective agreement and of regulatory changes.
From the first meeting to your engagement letter
- 01
You write to us
Through the contact form, in a few lines, with your availability.
- 02
30-minute diagnostic
By video call or in person, with no commitment: your business, your organisation, your priorities.
- 03
Written proposal
The services that are useful to you, and only those, with the timetable and fees.
- 04
Set-up
Online platform, bank feeds, takeover of your file from your previous accountant if needed.
Your questions about our services
Can I entrust you with just one service?
Yes. Each service can be taken on its own, except the quarterly support plan and the part-time CFO, which rely on accounts kept or reviewed by the firm.
Can I start with accounting and add financial management later?
Yes. That is the most common path: the engagement letter is extended by an amendment when you need it.
What happens to my data if I change firms?
We take over your accounting and tax history from your previous accountant, in line with the profession's rules, to ensure continuity.
How are fees set?
They are set in writing in the engagement letter, after the diagnostic, according to the volume of transactions and the services chosen. Any work outside the agreed scope requires your prior approval.
Your services combine in a single engagement letter.
- A scope agreed with you, according to the size and challenges of your business
- Coordinated follow-up of all your issues
- Fees known in advance
Let's talk about your business.
A first meeting to understand your business, your challenges and your expectations. We then propose an engagement letter tailored to your needs.