H & H Associates – HHA – Business Consultants

Forensic Accountants London | Chartered Accountants London | Business Consultants London

H & H Associates based in London, has 36 + years of experience. It has been helping leading companies, public sector bodies, social sector organizations in the UK and SME’s throughout the world.
Our Consultants’ world-wide experience and knowledge makes them highly valuable advisers. Our consultants bring to your business objectivity and professionalism to meet your requirements.
We also perform financial and regulatory investigations and provide expert evidence and litigation support services. Our expertise and experience enable us to bring clarity to the most complicated financial situations.
In addition, H & H Associates also provide on-going support where required to help businesses go to the next level.
Our clients receive advice, analyses and reports of the highest quality.
H & H Associates is committed to three core values: excellence, entrepreneurship, along with empathy. The staff in the H & H Associates  London office are easy going, intelligent, hardworking, as well as sense of humour as  you’d expect from any top UK consulting company.

Services we provide:

Whether dealing with personal or business taxes, or just keeping track of expenses, many people end up feeling frustrated when trying to manage their finances and accounts, and this often can be a big obstacle to the success of their business or savings objectives.  H & H Associates,  will select and implement the most effective cloud based systems for your business

H & H Associates aid clients envision applications of knowledge technology –

Creation of knowledge systems begins in the “fuzzy space” where new business solutions are formed. Effective solutions result form bringing together multiple and diverse interests of various stakeholders. When diverse stakeholders need to formulate a solution, a process of working together becomes critical. Because each stakeholder may see and relate to a future vision in a different way, different ways of sharing a vision of the solution may be sued to forge shared understanding and commitment.

Central to the work of formulating an optimal solution is the need to envision a desired future state. Key to the work of formulating solutions is a need to envision a desired future state. It is best accomplished by forging a shared understanding of what is possible through the interplay of technologies and good business processes. Our experience shows that using an effective process that encourages such interplay significantly enhances the business results by implementing knowledge systems.

The envisioner has to ask questions like will giving a manager access to more information have any benefit and what will he do with the information he gets. Likewise, he will be reflecting on whether we should money on technology if lower costs or higher profits do not result. So the key issue is will investment in technology make people who are important to the organisation change for the better.

He will have to also make it clear that change cannot be brought about without investing effort and money. Staff are often expected to bring about change while they continue to do their day jobs. Where will the extra effort on those who are expected to change come from? Has it been budgeted into their time or has some of their work been passed to others? Thus, investment cases need to take into account not just the expenditure on IT but also what will be spent transforming the way people work.

As money is spent in the short term, but the return will be realised in medium to long term the envisioner will need to make his clients know what might go wrong and quantify and minimise that risk.

Envisioning also encompasses setting out the funding issues. Is it better to use credit or overdrafts or funds specifically for the purpose via leasing or a rights issue?

Prioritisation is another key aspect of envisioning. It needs to be undertaken as all resources available to an organisation are in short supply. It is a process that needs key facts, a process for ranking opportunities and what else is planned. It is not a one-off task. It must be repeatedly, scrutinising new and running investments and reprioritisation may be necessary form time to time.

A final part of the process is to create a feedback loop to ensure that the project does not become delinquent and that corrective action is taken as soon as necessary.

Implementing software is a daunting task, and it’s super important—but people/businesses do it every day.

You’ve likely just purchased a new software system, which is a great step in the right direction for your business. Now it’s time to get a software implementation plan in place. Proper implementation will maximize the value of your new system.

Businesses that fail to define and achieve a software implementation plan have wrecked the long-term value of the new system and wasted what resources were spent on the system.

That’s why we’ve put together the following 5-step software implementation plan. Regardless of your industry or your new software, the following steps will ensure you have a successful implementation and get the most out of your new systems.

Here are the steps we’ll cover:
Keep Vendors Accountable With a Detailed Needs Document
Control Your Scope—Or It Will Control You
Assign Realistic Teams to Drive Software Implementation Plan
Generate User Adoption With a Proactive, Engaging Strategy
Focus on Continuous Improvement

H & H Associates  carry out an independent, objective assurance and consulting activity designed to add value and improve an organisation’s operations.

It helps an organization accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management,
control, and governance processes.

H & H Associates can provide Interim Management cover.

Here are some of the advantages in bringing an HHA interim manager into your organisation:

  • Value for money

An executive on £100,000 is actually costing the business a lot more. Once you have added in bonuses, holiday pay, NI contributions, pension, health and company car benefits, the real cost is likely to be nearer to £175,000. These costs do not apply to our interim managers.

  • Availability

Our interim managers are available immediately. Typically it could take a minimum of four months to hire a permanent member of staff, as they may have to serve out their notice period.

  • Immediate results

Unlike a permanent employee who is typically given a honeymoon period to settle in, the HHA interim manager will start delivering results within five days, identifying quick wins and rapidly building relationships.

  • Experience

Our interim managers offer instant experience and a capability which is almost always one rank higher than the job requires.

  • Objectivity

Our interim managers are objective and do not like being side-tracked into office politics. They do not expect to have a long career with you so they tell you what you need to hear – not what you want to hear.

H & H Associates provide a full range of ICT services

H & H Associates regularly advise on and implement office automation; the use of computer machinery and software used to digitally create, collect, store, manipulate, and relay office information needed for accomplishing basic tasks. H & H Associates will also assist and advise on raw data storage, electronic transfer, and the management of electronic business information.

We firmly believe in the following statement:
“What you can measure you can manage!”
It is absolutely vital for every business to understand what the key numbers are that are critical to that particular business.

Regular management accounts are essential to your business in helping you to monitor performance. But what should they contain? Well, they’re not a legal requirement so there isn’t anything that’s compulsory, but they’re business specific so you can simply include the aspects that are of most interest to you as the owner.

In short management accounts need only include what a board or management team need to see. The report should contain enough performance analysis and financial data so that investment decisions can be made in a well-informed manner by decision makers.

If you’re in start-up stage or progressing but haven’t yet hit the first brick wall, you may want to create a basic set of accounts as there isn’t an overwhelming amount to analyse or compare. This may include:

  • Cover page
  • Contents page
  • Summary of accounts
  • Profit and Loss
  • Balance Sheet

This will enable you to see the basics of your business and base decisions on your current figures. As your enterprise grows or encounters its first brick wall (where you’re likely to need to make a significant investment), you may want to rethink what is being reported. This is to ensure that the correct performance data is analysed to help inform your decision making.

I want to analyse my growing start up business in more depth, what do I include?

As your business develops, it’s likely to hit the first brick wall of the Stages Model. Inevitably, problems may crop up such as needing an increase in funding; in turn you might decide to start assessing your payables and receivables to get a better idea of the money you have yet to receive, and money to be paid out.

This is when you should start to consider creating a more detailed set of accounts. Other aspects such as a budget would allow you to pinpoint areas where you are spending too much or too little. It may be beneficial to additionally include:

  • Payables
  • Receivables
  • Budget
  • Cashflow

Of course, it’s tempting to keep the criteria you’re monitoring the same if your business is growing at a steady pace, or you simply just don’t know what else to include that would be beneficial. But as your business expands the numbers will alter. It could be useful to focus on various aspects such as specific departments or segments.

My enterprise is at the fast growth stage, what should I report?

A fast growth business typically includes more factors in their accounts to provide a more specific and detailed breakdown of performance. Here’s what is likely to be included in the summary:

  • Key Performance Indicators (KPIs)
  • Shareholders Loans Transactions
  • Accruals and prepayments
  • Segmental/departmental analysis
  • Profit & Loss actual vs last year and/or forecast

By monitoring these aspects, you’re undertaking a deeper understanding of your business, more specifically its strengths and weaknesses. After all, to make significant business and investment decisions requires an in depth knowledge of these factors. Remember, knowledge is power!

If your business has scaled the second brick wall and moved into the final phase of expansion, you may find it more beneficial to include just the minimum in your accounts to allow you to focus on the four or five most important criteria in your enterprise.

H & H Associates provide Management services

H & H Associates will encourage productivity and quality improvement and promote the development of ways of improving productivity and quality

H & H Associates will:

Asses the level of consistent profitability and therefore the sale price

Ensure that contracts with suppliers and customers are in order.

All assets such as intellectual property are secured.

Check out any potential threats such as potential litigation.

Make certain that the key staff are in place and are likely to remain and the business can run independently of its owners, thereby increasing its sale value

A strategic review is a structured process to identify new value-creating opportunities within a business. This could be about improving the performance of an existing division or taking advantage of a new market adjacency opportunity

When conducted properly, this is an excellent opportunity to reset the pace and ensure alignment in the direction of the organisation and is utilised to effectively make the future decisions that will count the most toward success. An effective Review can be adapted to many different series of requirements, yet all have a common set of themes that run throughout them when they are effective.

H & H Associates can conduct a strategy review that monitors progress of the company from a strategic level, making sure that the objectives are on track.

An effective Review can be adapted to many different series of requirements, yet all have a common set of themes that run throughout them when they are effective.

Effective Reviews:

  1. Have clear and easy to understand data sets and graphics which are distributed to participants prior to the meeting.
  2. Are based on common and agreed upon metrics and data sources, which are timely.
  3. Link back to the vital few assumptions about the future, which have the largest impacts on the company and are quantified.
  4. Have the explicit commitment of participants to review and prepare for the meeting in such a way that they can make informed contributions based on facts and data rather than opinions or subjective examples.
  5. Compare SHOULD and IS information- meaning that there were projections clearly made within the strategic profile of the organization that now can be compared to actual historic data and thus be used as benchmarks.

H & H Associates has found that companies derive the following benefits from having their staff trained on an on-going basis.

  • Improved communication skills
  • Development of hidden talent
  • Ensures consistent quality and unifies standards
  • Provides greater focus
  • Produces more effective and productive efforts
  • Helps identify the members of staff that need further support, assistance and training
  • Aids the identification of other issues that need to be resolved
  • Can be used as an opportunity to reinforce organisational aims
  • Provides opportunities for feedback
  • Can be used to review areas for improvement

H & H Associates look holistically to evaluate a company’s strategy and performance and must look beyond the financial books. Revenue numbers may speak to the current health of a company but assessing qualitative factors like employee morale and customer satisfaction will provide additional insight on where organisational improvement or change is required to achieve long-term success.

Balanced Scorecard

We practice a balanced Scorecard approach that generally has four perspectives:

  1. Financial
  2. Internal business processes
  3. Learning & Growth
  4. Customer

Each of the four perspectives is inter-dependent improvement in just one area is not necessarily a recipe for success in the other areas.

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Contact Information

Telephone – 0208 731 9176
Facsimile – 0208 209 0835
Mobile – 07956877605

Email for information ~ info@hhassociates.co.uk
Email for project updates ~ projects@hhassociates.co.uk
Email to contact us ~ contactus@hhassociates.co.uk