Hodgens Global

Chief tax adviser at Hodgens Global providing international citizens with support on their personal UK tax matters.

Chief Tax Adviser

Created to support your tax reporting and compliance needs, regardless of location., Hodgens Global exists exclusively for the private individual who is obliged to declare worldwide income for taxation purposes. If you are planning to transition from one tax regime to another, or need guidance and tax agent support to manage your tax concerns, we are here to provide you with a dedicated service.

Director

EDA Professional Services Ltd

Specializing in US and UK expat taxation, providing a wide range of services including self-assessment tax return preparation and filing. Providing tax planning advice in full compliance with both IRS and HMRC guidelines and reporting requirements ranging from basic income tax to reporting on far reaching issues such as inheritance tax, trust taxation, capital gains and the territorial tax issues.

Senior Tax Advisory Manager

Various international companies

Following the great recession of 2008, there followed a tumultuous period of job changes as I tried to navigate a future in employment while maintaining a stable home environment for the family as an expat, working with many other expats in a similar situation.

Senior financial management and consulting services

Halcrow, a CH2M Company

A leading UK multi-disciplinary firm of civil engineering and infrastructure development specialists (later acquired by CH2MHill who were then acquired by Jacobs) where I oversaw a rapid period of growth in revenue, headcount and profitability in the region, with improved commercial management of projects and the working capital employed in these long term projects, building focused and improved relations with the banks, providing greater visibility of the business. Arranged banking facilities that led to improved trade finance deals, an increase of personnel in the region from 400 to 1,300 and tripling regional turnover. Continual long range forecasting and planning.

Regional Head of Finance - Middle East

V.Ships

A diverse international ship-management consultancy business overseeing several large scale acquisitions of the company during a strategic program of growth. Responsible for monthly and annual consolidated financial reporting and analytical reviews in co-operation with international finance teams throughout the group. Key successes included the sale of a UK based entity within the group, a new company set up for a JV with Radisson Seven Seas Cruises in the UK, in full compliance with CAA regulations, and a reorganization of Italian based entities into a tax efficient holding structure.

Group Financial Controller

Galaxy Energy Group

A privately owned $3billion trading business responsible for monthly executive reports of marked to market trading results, consolidated financial data for the group, with analytical reviews. Developed internal controls, finance teams and banking relations in Geneva, Monaco, Houston and Singapore.

Fisons plc

Initially appointed as Group Internal Auditor, based at head office in London, of this listed multi-billion dollar pharmaceutical/scientific equipment corporation, later assigned to a permanent role as the Nordic Financial Controller for the Group in Sweden where key successes included controlling a multiple currency transaction base to successfully protect the balance sheet, creating an effective management of the taxation issues arising on cross border transactions in the Nordic territory. Set up strong systems to ensure all after sales service activities of the high value instruments sold to universities and biotechnology companies were correctly monitored, reported and analysed - such as warranties, provisions for installations of the instruments and implementation of analytical software programs, stocks of spare parts, and working with the engineering teams providing the customer support.

Nordic Financial Controller / Group Internal Auditor

Sea Containers

Internal auditor, based at Group HQ, of this listed international container business with port operations throughout the world. Subsidiary activities included a leading passenger ferry shipping business, SeaLink, with operations between the UK, Ireland and continental Europe and Venice Simplon-Orient-Express transport and hotel operations. In 1989 the shipping business was acquired by Stena Line which was later acquired by P&O, a company which has since been acquired by DP World.

Group Internal Auditor

CLB Littlejohn Frazer

Audit senior, with ICAEW training, at this City of London based firm of chartered accountants, specializing in Lloyds of London insurance syndicates and Members' agents. Other clients were engaged in large-scale freight forwarding operations.

Audit Senior

I like to provide solutions, to help expatriates progress with their lives and their careers without having any uncertainty about their tax position. I am happy that I get to resolve problems for so many people, and to resolve tax worries that needn’t have existed in the first place.

I am inspired by others who make a success from their opportunities to pursue an expat life. The Hodgens Global business was created in Scotland with the expats' needs for clarity and tax agent representation in mind. We now have a representative office in the UAE.

Hodgens Global represents an international client base providing tax advisory support, enabling them to be fully tax compliant, preparing and filing tax returns and advising on various taxation issues including capital gains, trusts and inheritance tax. We are client focused with a professional, international expat background. No matter where you are located, or the nature of your enquiry, you will receive courtesy, respect and swift professional assistance. 

Having been an expat for most of my career, I can relate to most of the concerns where people often need help.

Laurence Hodgens

Pauline Healey

Logical BI Limited

I provide on-demand, expert finance business planning for business owners, company directors and business teams.  I will harness the financial complexities within your business and create financial solutions that are easy to follow, removing your finance issues, allowing you to focus on what you do best.  

My value to you is ultimately maximising your business cash and profits, understanding your complex business processes and delivering financial, operational and growth plans whilst maintaining a hands-on approach. Having vast expertise in supply chain management I always look at the overall business, beyond just finance, delivering no-nonsense, easy to understand robust plans and output to enable strategic decision making.

Tap into expertise as and when you need it, providing greater flexibility without the high fixed overheads.  The result is a cost-effective, top-notch solution of having a well-seasoned financial professional with the added experience of supply-chain management within your industry sector. It makes complete sense for your business.

Learning by Questions

Learning by Questions is an online educational system containing curriculum-aligned Question Sets in maths, English and Science.
Pupils work through questions at their own pace, receiving personalised feedback where necessary to help them progress.
All questions are automatically marked by the system, with teachers able to monitor pupil progress in real time on the LbQ results matrix. This enable teachers to intervene in the moment and address misconceptions immediately.

Head of Finance & Operations

Boxlight Inc

Reporting to the CEO and company investors, taking the lead in financial, personnel and supply chain strategy and delivery whilst providing commercial business support and development in all the ‘day to day’ operations for hardware and SaaS.  Managing both the hardware and software development and distribution divisions of the business.  

•	Establishing processes and governance for financial and operational activities such as new customer contracts, quotation process, employee contracts, supplier benchmarking, insurance and risk management and being the appointed DPO, being the lead for GDPR compliance.  
•	Responsible for compiling and reporting financial results to the investors and the team, establishing forecasts and budgets.  Driving operational performance through development of KPI’s and tight cost control.
•	Prioritise opportunities and allocate working capital to continue to drive margin growth, ensuring tight working capital management and cash flow forecasting.
•	Ensuring financial compliance in accordance with all statutory and regulatory standards including tax, VAT and company house returns.
•	Managing key stakeholder groups including bank and treasury management, ensuring business receive best rates and service for day-to-day operations and foreign exchange exposure 
•	Management of Inventory and supply chain, ensuring the business has the correct stock requirements at the right price, negotiating cost downs when feasible and managing the delivery and service warranty of the product to the end customer.

Finance & Operations Director Boxlight EMEA

Promethean

A role with a dual reporting line into the COO and CFO whilst leading a team of 6 direct reports. Accountability is for management operations, procurement, facilities and Asia Pacific sales region, operating expenditure, capital expenditure, material, freight, labour warranty COGs. Also lead for procurement team.

•	Drove delivery against lowest possible costs, whilst maintaining level of product and service quality, within the operations functions in UK, US and China. 
•	Reduced the finished goods inventory by 50% ($10m) over a 12-month period by streamlining reviews to focus on the combined stock levels of core products whilst maintaining financial controls/KPI’s.
•	Instrumental in delivering a 5% reduction of annual saving during a 12-month period of operations; personally identified the need to create a central Global Indirect Procurement Services team to ensure best possible supplier price/quality against indirect annual spend.
•	Led a feasibility study of manufacturing in Mexico to enhance the company’s positioning against a large in-country government tender and supported reduced transit time for the US market.
•	Challenged the existing supply chain to deliver over 20% cost reduction of product cost down and supply chain efficiencies by implementing a new contract manufacturer in Mexico, moving away from current supplier base in China. 
•	Delivered large savings and efficiencies following a review of the existing logistics infrastructure. 
•	Took the lead on executing the China sales strategy and market landscape consultancy review whilst establishing new internal sales team members and an external sales channel.
• Manage the cost of field warranty provision, review of global services offered based upon customer requirements and company efficiencies and location management plus negotiation of external service providers.

Head Of Operations Finance & Indirect Procurement

A demanding position with accountability for implementing and maintaining financial controls and performance indicators across the Global HR and Global Operations function, including China manufacturing, supply chain management, customer support and facilities management. Remit spanned: timely returns of cash and expenditure forecasts for budget and month end reviews; ensuring reporting documentation across functions was robust and using single source of data; and providing accurate cost of goods reports to use against sales margin analysis. Key to the role was understanding the operations, manufacturing, field warranty and human resource functions to facilitate provision of relevant management accounts and KPI’s.
	
•	Created a HR global forecasting tool ‘Global Headcount Plan’ that brought together multiple reports of current staff and forecasted hires to maintain a single source of data whilst having the flexibility to produce multiple sub-reports and KPI’s. 
•	Achieved cost of warranty efficiencies through improved flexible reporting providing data on cost of regional field failures, regional field stock forecasts, and time in field analysis; reducing stock by 20%. 
•	Successfully reduced active SKU’s from over 3,000 units to fewer than 300 units through the proactive promotion and leadership of product rationalisation of obsolete and slow moving stock. 
•	Expertly designed and supported the implementation of financial dashboards for real time reporting of multiple dimensions with drill down to source data.
•	Played an integral role in IPO due diligence gathering; providing analysis and presentation documentation.

Senior Business Analyst

Alfred McAlpine

Alfred McAlpine was a large construction firm which had three business streams: Business Services; Project Services; and Infrastructure Services.  It was taken over by Carillion in 2008.  Project io was a major investment initiative to deliver an integrated mobile and work order management system provided by Minicom Ellipse, across the Infrastructure Services contracts of Alfred McAlpine. The critical function of the role was to project manage the implementation of integrated mobile hand-held work order management systems and this included: business requirements gathering and analysis; presenting potential solutions; and project execution. Leveraging contracts teams’ confidence and engagement was fundamental and this was done through change management communications that supported a smooth transition to new working practices.

•	Road mapped current activities of satellite offices; ensuring complete data capture and reporting requirements for the new management system.
•	Dynamically identified changes and worked with the project and contracts teams to produce change management/communications strategy documentation and performance measures. 
•	Successfully managed cross functional project teams working to tight deadlines to implement new systems; driving collaborative teamwork towards shared goals. 
•	Held accountability for presenting proposals to contract and steering committee members in an engaging an easy to understand format. 
•	Wrote user manuals and provided training to users of the new systems to support minimal disruption to business activities.

Senior Project Manager

Alfa Travel

Alfa Travel is one of the UK’s largest coach holiday companies providing holidays throughout the UK and Western Europe.  The Group also includes Leisureplex Hotels and Alfa Coaches with ownership of 16 hotels and a Group turnover of £25m. Primary role responsibility was for management all the financial aspects of Alfa Travel Ltd, Alfa Coaches and Leisureplex Ltd in support of achievement of the company’s business strategy. Remit included managing/processing three central payrolls; supervising 16 hotel payrolls; preparing annual budgets, cash flow models and quarterly accounts for Directors. Line management responsibility was held for 4 direct reports; undertaking all aspects of people management and training.

•	Played a key role as a member of the management committee with responsibility for identifying/developing opportunities for business growth whilst addressing risks and threats that could have detrimental impact. 
•	Introduced dynamic management reports for directors and operational managers, which included departmental budgets, vehicle utilisation and hotel power expenditure. 
•	Successfully implemented accounting system Exchequer to enhance financial practices; migrating ledgers from existing spreadsheet records and implementing hotel stock records.
•	Expertly transitioned period end reporting from 3 monthly Excel based ledgers to a monthly period end from accounting system.

BAE Systems

BAE Systems is a global defence, aerospace and security company employing over 80,000 people worldwide.  Their products and services cover air, land and naval forces, as well as advanced electronics, security, information technology and support services. Role responsibility is for leadership of a team of four staff; driving the provision of a first class financial accounting and reporting service for the MASS business unit, which had an annual turnover of £1,000m+. A critical element of the role was accountability for checking all reports prior to issue/submission to Group for integrity, accuracy and consistency; ensuring that all data reconciled back to source systems, with any manual adjustments being recorded.

•	Spearheaded monthly production of all management information support to meet corporate and management requirements, and bi-annually provided the financial accounting pack to Group Finance for external audit.
•	Co-ordinated and managed MASS Finance, which consisted of a team of 60 Accountants, during delivery of the three phases of the integrated business plan (5-year budget).

Finance Manager Consolidation & Reporting

Tasked with implementing SAP system for the MASS (Military Air Systems & Support) business unit; migrating from existing financial systems whilst also incorporating project management and commercial project processes onto an integrated system.  Appointed SAP PS and SD module owner for MASS during development and migration. Responsibilities included: recognising business understanding and knowledge of integrated systems throughout the multifunctional disciplines; developing training material; delivery of training to business end users; and communicating with the business on SAP project status/impact of SAP implementation.

•	Successfully managed project migration and system development; delivering to multifunctional customer requirements with over 400 end users based across five BAE sites. 
•	Identified and addressed gaps in existing business processes and system reporting by utilising SAP and SAP Business Warehouse (BW) functionality.  
•	Challenged established procedures to deliver improved output and performance to deliver to varying multifunctional customer requirements.

Senior Project Accountant - SAP Implementation

Project Finance Manager - Hawk Support

EXi Telecoms

Assistant Financial Controller

Your Freelance FD. The forecast is profitable 📈 Gain clarity & confidence in your business finances to maximise cash, profits & income.

Whether you’re a start-up or a multi-million-pound corporation, there is one thing that every business benefits from… Strategic Financial Guidance.

Costs, compliance, cash flow, clarity and a partnership that is 100% focused on your profits and progress; it’s easy to understand why the Fortune 500 companies have the best FD support. But the average FD would cost you around £145K per annum.

Until now…

I started out fresh-faced in finance over 25 years ago and it’s a career that’s seen me roll my sleeves up in Chinese factories, change shipping routes to the East Coast and transform businesses into multi-million-pound enterprises. But perhaps more importantly, I’ve helped business owners create a lifestyle they love with less stress and more success.

Like many founders, I started Logical BI to spend more time doing what matters and create financial freedom. A simple conversation has saved business owners from expensive and stressful mistakes and truly, that’s what I love. Together, we become a profitable partnership so that you can enjoy your business, time and results. 

💡 Would you like to make business decisions driven by data, strategy and experience?
💡 Would you like a retained financial consultant with vast business knowledge of product and service-based sectors?
💡 Are you a manufacturing, distribution or supply chain business looking to leverage my unique experience and gain operational clarity and a competitive financial strategy?
💡 Would you like to secure investment or create a profitable exit strategy?

With Logical BI, it’s all on the menu…

👉 Our core service is FD retainers and consultancy services - starting from as little as half a day per month. 
👉 Ad-hoc project assistance – we will help with everything from costs to compliance for perfectly executed and profitable business projects.
👉 Accountancy packages from the Logical team keep your finances crystal clear. 
👉 The Business Booster Power Hour gets in-depth and detailed – let’s get those obstacles out of your path.
👉 Chartered Global Management Accountant, insured, regulated and ready to support your business.

It’s not “if” we can help you succeed, it’s how.

If you’re ready to bring clarity, control and enjoyment back to your business, why not book a complimentary discovery call today?

Drop me a DM, email Pauline.healey@logicalbi.com or call 01772 287400.

“You’re too good to be an accountant, you’ll be wasted.”

The words my mentor, Paul, told me over 12 years ago.

He meant it kindly. And for the record, I genuinely believe some of the most intelligent people are accountants.

What he really meant was:
I had this ability to connect the dots across operations: supply chain, factories, warehouses, and make complex things simple, strategic, and actually get done.

I spent 9 years working with Paul in that world. And it was the best chapter of my corporate life.

🔷 I travelled the world
🔷 Implemented new supply chain partners
🔷 Changed shipping routes
🔷 Moved warehouses between countries
🔷 Shifted OEM manufacturing across continents
🔷 Streamlined warranty processes
🔷 Reduced factory waste to boost margins
 Saved £10M+ through inventory planning, forecasting & cash management

And through all of that… I never left finance.
Finance was the backbone, the lens that made every operational decision stronger.

I wasn’t a “traditional accountant”.
I was (and still am) a management account CIMA trained, with my fellowship (FCMA), MBA in Executive Management, and now a certified advisor. But more importantly, I was someone who could blend finance with operations to create real-world impact.

Today, as a Fractional CFO, that blend is exactly what I bring to my clients:

• Inventory planning that actually frees up cash
• Waste management that boosts margins
• Resource planning that removes bottlenecks
• Supply chain and logistics improvements
• Meaningful reporting and performance metrics
• Scenario forecasting that guides smart decisions
• ERP understanding that stops chaos before it starts

All delivered in the most simple, manageable way possible.

I miss Paul. He was a brilliant mentor, sadly lost too early.
But I’d like to think he’d smile at what I’m doing now, supporting business owners, improving margins, unlocking cash, and making finance something that empowers, not overwhelms.

And yes… I still really care about your margins and your cash. Always have. Always will.

Pauline Healey 

Fractional CFO for Owner-Managed Businesses | More Cash, More Control, Better Sleep | Profit Finder 💸 Creator of the Profit Harmony® Framework | Manufacturing Specialist | Podcast & Speaking Availability

Autumn Budget dropped… and business owners are apparently still the UK’s favourite piggy bank.

We’re told to “look for the positives”.
Yes, hopefully it lifts many families out of poverty (which I absolutely welcome)… 
but could it quietly have detrimental effects for many more?

Here are a few of the headlines I pulled out from the noise:

🔹 Dividend, savings & property income tax up 2%, owners squeezed again, while being labelled “wealthy”. UK dividend tax still one of the highest globally
🔹 Rates cut for retail & hospitality (great)… but rate hikes for factories & warehouses (not so great), all sectors running on razor-thin margins
🔹 Electric car mileage charges from 2028, lower capital allowances, tighter CGT
🔹 “Investment reliefs” promised… but for who? Big corporates, or the SMEs actually holding the economy up on tired shoulders?
🔹 £150 off home energy bills, helpful, but swallowed instantly by rising costs
🔹 Free apprentices under 25 for SMEs, finally something that genuinely helps both businesses and the next generation
🔹 VAT threshold unchanged, a genuine sigh of relief for many small B2C businesses
🔹 £30bn in new taxes by 2030/31, being one of the biggest medium-term rises in years

𝗦𝗼 𝘄𝗵𝗮𝘁 𝗻𝗼𝘄?
𝗪𝗲 𝗴𝗲𝘁 𝘀𝗵𝗮𝗿𝗽𝗲𝗿. 𝗠𝗼𝗿𝗲 𝗿𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝘁. 𝗟𝗲𝘀𝘀 𝘁𝗼𝗹𝗲𝗿𝗮𝗻𝘁 𝗼𝗳 𝗹𝗲𝗮𝗸𝘆 𝗺𝗮𝗿𝗴𝗶𝗻𝘀.

👉 Tips to stay ahead (and stay sane; aka Profit Harmony®):

🔹 Check your gross margins: what’s earning, what’s draining?
🔹 Re-price or retire low performing items: no room for deadweight in this climate
🔹 Tighten working capital: stock, debtors, suppliers - every lever counts
🔹 Forecast proactively: 12 months ahead, or 13-week detail if cash is tight
🔹 Build cash buffers: resilience will carry you further than any tax announcement

Tough budgets don’t break strong businesses.
Running blind does.

𝗣𝗹𝗮𝗻, 𝗽𝗿𝗲𝗽𝗮𝗿𝗲, 𝘁𝗶𝗴𝗵𝘁𝗲𝗻 and keep building something no Budget can shake.

What’s your take?

My clients will be receiving a business and income update tomorrow once I’ve had time to digest.

A fresh week, a very fresh horse and some fresh new perspectives.

Monday kicked off with crisp weather, a perky Charlie, and me being gracefully deposited on the floor. Thanks mate, really sets the tone for the week 😅 (see earlier post).

After dusting myself off, it was straight into some marketing strategy for my business and starting due diligence on a potential client acquisition. Because why have one adrenaline rush when you can have several?

Tuesday was peak flexibility: hairdresser in the morning (love it), financial dashboard rollout, a business valuation in the afternoon, and prep for the next day’s meeting.

Wednesday: London day!
First stop Essex, for an in-person session with a new CFO client. Loved seeing his warehouse and manufacturing setup. We mapped out his next 12-month plan… exciting things ahead.

Then back to London to meet Jean Atkinson for food before heading to the famous HoLT Christmas bash, an absolute blast! Finally got to catch up with Danielle Davies face to face and lots of lovely 'online' friends. Best community, most welcoming people, and Lea 🌈 Turner hosting like a superstar as always.

Thursday started with breakfast 40 floors up at Duck & Waffle (highly recommend), followed by a wander around the Tower of London and the crown jewels before heading home.

And now it's Friday: client forecasting, risk register review, inbox taming, and aiming for an early finish.

The weekend?
Football for my daughter. Horses for me. And hopefully… I’ll be staying in the saddle this time.

How about you, have you had a fresh week?

It’s Friday… fancy a cheeky snoop?

I’m bringing something back from its stop–start saga, and no, I’m still not the type to assault your inbox.

One email. Once a week. Big value. Zero fluff.

I’ve currently have 227 subscribers for my newsletter, and I’m on a mission to hit 250 by Christmas.
It’s a small goal… but so is eating just one mince pie and we all know how that goes. 

Want a cheeky peek inside my CFO brain each week?
You’ll get:
🔷 Cash finds
🔷 Profit wins
🔷 Decision clarity
🔷 And sleep. Glorious sleep.😴

Unsubscribe anytime, though let’s be honest, you won’t.

Join the newsletter & help me smash 250, link below.
(Go on… be nosey. I would.)

Phoenix currently proof reading todays newsletter 👇😂

It must be love, love, love…
“Nothing more, nothing less, love is the best” 

Because honestly, what else would have me going from nervous nelly, to being unceremoniously dumped, back to super-dooper nervous nelly all within a couple of weeks?
Meanwhile, Charlie’s probably thinking, “What’s all the fuss about, woman?”

He’s newly backed this year, a little superstar in the making… but he’s not Anna.
Anna was my heart horse: total trust, total partnership. Big shoes (and hooves) to fill.

But this week, something shifted.

Thanks to some brilliant NLP magic from Charlie Emerson Dip NLP  (highly recommend!) and a catch-up chat with my instructor after her holiday, the turnaround in just one week has been massive.

I realised I’ve always felt 𝗜 𝗵𝗮𝗱 𝘁𝗼 𝗿𝗶𝗱𝗲 𝗖𝗵𝗮𝗿𝗹𝗶𝗲.
And whenever I did, I wasn’t connecting, 𝗜 𝘄𝗮𝘀 𝗷𝘂𝘀𝘁 𝗮 𝗽𝗮𝘀𝘀𝗲𝗻𝗴𝗲𝗿.
Every. Single. Time.

My instructor even said, “It’s okay to turn him away for winter… come back when the lighter nights return.”
And honestly? I considered it.

But yesterday?

I rode because, for the first time, 𝗜 𝗴𝗲𝗻𝘂𝗶𝗻𝗲𝗹𝘆 𝘄𝗮𝗻𝘁𝗲𝗱 𝘁𝗼.
Not out of duty.
Out of joy.

And on board, I wasn’t a passenger, 𝗜 𝘄𝗮𝘀 𝗵𝗶𝘀 𝗽𝗮𝗿𝘁𝗻𝗲𝗿.
A little “we’ve got this” moment.
The first one I’ve had since my last ride on Anna in April.

I was buzzing during the ride… and long after.
That clarity, that mindset shift, that connection, it’s HUGE.

Just like the lightbulb moments I see with my clients, Charlene and my instructor gave me those same breakthroughs.

Maybe this really is love ❤️
Or… It’s simply Madness 😉

Either way, stay tuned for the Charlie Weekly Check-In, because at this rate, it’s definitely becoming a series.

Stop letting year-end sneak up on you like a bad surprise… 

If you want a smooth year-end (and fewer last-minute meltdowns), start doing your CFO checks now, not when you’re already drowning in mince pies and deadlines.

Most business owners leave their year-end planning until… well, AFTER year-end 👀.

Because managing and keeping the day-to-day operations going is always the thing that seems more important than burying yourself in spreadsheets to ‘do your planning’.

🔷 Production issues need sorting out.
🔷 Supply chain delays mean you have to jump quickly and resolve the issues.
🔷 Staffing headaches. 
🔷 Customer demands.

The list goes on, and that financial planning quietly becomes the thing everyone assumes they’ll “sort out when it quietens down, and we get around to doing it.”

But here’s the truth, year-end doesn’t explode into chaos… unless you leave it until the last minute.

When you do, three things always happen:
❌ 𝗜𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝘁 𝗱𝗲𝘁𝗮𝗶𝗹𝘀 𝗴𝗲𝘁 𝗺𝗶𝘀𝘀𝗲𝗱
Stock discrepancies, mispostings, under-accrued costs and outdated forecasts all slip quietly through the cracks.

❌ 𝗠𝗼𝗻𝗲𝘆 𝗹𝗲𝗮𝗸𝘀 𝗼𝘂𝘁 𝗼𝗳 𝘁𝗵𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀
Slow-moving stock, quiet write-offs and buried margin issues suddenly appear when it’s too late to fix them.

❌ 𝗢𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝗶𝗲𝘀 𝗱𝗶𝘀𝗮𝗽𝗽𝗲𝗮𝗿
Tax efficiencies, smart investment timing, and commercial insights vanish simply because no one looked early enough.

𝟯 𝗖𝗙𝗢-𝗹𝗲𝘃𝗲𝗹 𝗰𝗵𝗲𝗰𝗸𝘀 𝘁𝗼 𝘀𝘁𝗮𝗿𝘁 𝗻𝗼𝘄 (𝗻𝗼𝘁 𝗲𝗻𝗱 𝗼𝗳 𝗶𝗻 𝗗𝗲𝗰𝗲𝗺𝗯𝗲𝗿)

1️⃣ 𝗥𝗲𝘃𝗶𝗲𝘄 𝗺𝗮𝗿𝗴𝗶𝗻𝘀 𝗯𝘆 𝗽𝗿𝗼𝗱𝘂𝗰𝘁/𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿
Don’t rely on overall gross margin; dig deeper and spot where profit is quietly evaporating.

2️⃣ 𝗧𝗶𝗴𝗵𝘁𝗲𝗻 𝗪𝗜𝗣 & 𝘀𝘁𝗼𝗰𝗸 𝗮𝗰𝗰𝘂𝗿𝗮𝗰𝘆
Stock movements are one of the biggest sources of value destruction. Fixing issues now saves future headaches.

3️⃣ 𝗙𝗼𝗿𝗲𝗰𝗮𝘀𝘁 𝗰𝗮𝘀𝗵 𝗳𝗼𝗿 𝘁𝗵𝗲 𝗻𝗲𝘅𝘁 𝟲 𝗺𝗼𝗻𝘁𝗵𝘀
Your decisions today shape your cash position half a year from now. Give yourself a head start.

𝗬𝗲𝗮𝗿-𝗲𝗻𝗱 𝗰𝗹𝗮𝗿𝗶𝘁𝘆 𝗶𝘀𝗻’𝘁 𝗮𝗻 𝗮𝗰𝗰𝗼𝘂𝗻𝘁𝗶𝗻𝗴 𝘁𝗮𝘀𝗸.

𝗜𝘁’𝘀 𝗮 𝗰𝗼𝗺𝗺𝗲𝗿𝗰𝗶𝗮𝗹 𝗮𝗱𝘃𝗮𝗻𝘁𝗮𝗴𝗲 𝗶𝗳 𝘆𝗼𝘂 𝘀𝘁𝗮𝗿𝘁 𝗲𝗮𝗿𝗹𝘆 𝗲𝗻𝗼𝘂𝗴𝗵.

Want a head start? Comment CASH below or via DM, and I’ll send you my cash-flow template

Sales are fine… but where the hell is the profit?

I'm hearing this so much at the moment.

Sales are steady… yet the margins feel like they’re quietly slipping out the back door.

If that’s you, here’s a quick win.
It takes 20 minutes, and it’s helped clients tighten margins without cutting a single cost.

🔷 The Margin Creep Check
Grab your top 5 products and ask:

1️⃣ Have material, labour or freight costs increased in the last 3–6 months?
2️⃣ Has your selling price (or process) kept up?

That’s it.
Simple.
But honestly? Always revealing.

One manufacturer I worked with found £12k of missed profit hiding in underpriced a bolt-on service, literally in the first hour of working together.

And it’s almost always the small shifts that quietly drain the most cash.

If you would like the checklist I use with clients (the one that finds profit fast), DM me and I’ll send it over.

Are your margins feeling much lower this year?

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The Battle

Laurence Hodgens

Pauline Healey

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taplio

The Battle

Laurence Hodgens

Pauline Healey

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Pauline Healey's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScorePauline Healey's LinkedIn Performance