Designed for non-VAT registered businesses, we'll do your bank reconciling so you can relax knowing it's done right, and on time.

Bank reconciliation - non-VAT registered companies

A 12-month plan designed for new business owners who may want some extra guidance around business structure, accounting software setup and training, and more.

We will provide you with guidance and support on what you'll need to do to establish and commence running your new business

We can provide advice on the best business structure for your needs and take care of establishment and registrations

Set up your Xero file so it's optimised for you and give you initial training so you start off in the right way

Preparation of a budget tailored to your business and input into Xero so you can track how you're going

Starter Pack

We will help get your business officially incorporated

Company formation

Designed for sole trader businesses, we'll do your bank reconciling so you can relax knowing it's done right, and on time. Take one less task off your plate.

Bank reconciliation - sole trader businesses

A 12 month plan designed for established businesses. Additional support in the form of management accounts and time with your accountant

Completing quarterly management accounts tailored to your business requirements and aligned to your VAT quarters

Quarterly meetings with your accountant to chat business planning, strategy, or questions about your management accounts

Success pack

The initial setup of your Xero accounting software tailored to your business's needs, plus a one hour training session where you'll learn the best practices for bookkeeping and financial tracking.

Xero setup & training

We prepare your quarterly VAT returns ready for you to review and pay.

Prepare VAT

JUNOFEM's UK expansion shows how the right support helps medtech companies grow while staying true to their mission.

CUSTOMER STORY  •  3 DECEMBER 2025  •  6 MIN READ

Junofem's UK expansion story shows how the right financial support helps medtech companies grow smoothly while staying focused on their mission.

JUNOFEM - Taking Women's Health Innovation Further Afield

JUNOFEM began with a simple but powerful idea: women deserve better tools to understand and strengthen their pelvic floor. For too long, pelvic floor symptoms have been something many women quietly manage on their own, despite how common and disruptive they can be. JUNOFEM set out to change that by creating support that is clear, practical, and rooted in science. 

Their device,  femfit®, pairs soft, wearable technology with a guided three-month exercise programme, giving women real-time insight into their pelvic floor function.  femfit® offers clarity, helping women build strength with confidence and making a big impact on symptoms like urinary incontinence, pelvic pain, and pelvic organ prolapse. 

Driven by research expertise and a deep commitment to women's health, JUNOFEM is bringing a fresh and evidence-based approach to an area of wellbeing that deserves far more attention. As they expand internationally, their mission remains the same: to make effective pelvic floor support accessible to every woman who needs it. 

Expanding into the UK offered JUNOFEM a natural next step, with familiar clinical pathways and strong professional connections already in place. But moving a medtech business across borders comes with its own set of hurdles. The most immediate challenge was navigating the UK's regulatory landscape. Establishing JUNOFEM UK Ltd required a local bank account and UK-resident directors, and the process took far longer than expected. As a medical device company, they also needed to meet ongoing compliance requirements that differ from those in New Zealand. 

Operationally, growth brought new pressures. While their relationships with pelvic health physiotherapists provided a strong foundation, building partnerships with larger organisations, including private hospitals required more time and presence on the ground. At the same time JUNOFEM launched a new direct-to-consumer channel through their website and Amazon UK, a move full of promise but one that demands sustained investment and close oversight. 

Each of these steps reinforced how different the operational landscape can be when entering a new country, especially for a business committed to clinical quality and regulatory compliance. 

For JUNOFEM, having the right support during their UK expansion made a meaningful difference. As they expanded, they wanted their financial systems and compliance processes to be set up correctly from the start. Beany stepped in to make that side of growth simpler. With clear guidance, practical support, and a team who understood the nuances of operating across countries, Beany helped JUNOFEM find their feet here in the UK.

Questions were answered quickly, unfamiliar requirements were broken down in a straightforward way, and their day-to-day accounting became easier to manage. Beany also helped streamline their Xero setup and provided clarity around how their financial operations should work as the business grew.

This support meant peace of mind for JUNOFEM. Instead of getting caught up in administrative complexity, they were able to keep their attention on what matters most: delivering effective, evidence-based solutions that improve women's health. 

JUNOFEM's experience has highlighted a few lessons that can make expansion smoother for any growing business:

Understand the setup requirements early: Knowing what a new market expects (financially and operationally) helps avoid delays.

Build strong professional networks: The relationships you develop ahead of time often open the first doors when you enter a new country. 

Invest in good systems from the start: Clear processes and reliable financial tools make growth easier to manage. 

Choose partners who simplify what's unfamiliar: Having support in areas outside your expertise frees you to focus on your core mission. 

JUNOFEM is continuing to build its footprint in the UK, with a focus on reaching more women and strengthening connections across the healthcare sector. Their direct-to-consumer channel is developing steadily, and they plan to keep investing in this space as awareness grows. 
They're also exploring new opportunities to collaborate with larger organisations and broaden access to  femfit® across the country. As the business evolves, JUNOFEM's goal remains clear: to expand their reach while continuing to deliver effective, evidence-based support to women who need it. 

We're an online accountant for UK businesses. Our accounting package covers year-end compliance including end-of-year accounts and tax returns, tax minimisation, and unlimited support. We also provide additional services such as bookkeeping, VAT returns, payroll, management reports and more. ​

If you'd like to discuss your business' accounting and how we can help, book a call with one of our friendly team.

Beany Resources delivered straight to your inbox.

JUNOFEM - taking women's health innovation further afield

Customer story

On 26 November, the 2025 Autumn budget was presented. We've provided a handy overview of the most important changes for small business owners.

INDUSTRY NEWS  •  1 DECEMBER 2025  •  4 MIN READ

Learn how the UK Autumn Budget 2025 impacts you and your business - tax, minimum wage, digital record-keeping and more.

Key Points from the UK Autumn Budget 2025 for Business Owners

On 26 November 2025, Chancellor Rachel Reeves presented the UK's Autumn Budget to parliament.

For small business owners, company directors and sole traders, government budgets don't just make headlines. They directly affect your take-home income, cash flow and decisions that shape how you run your business.

The Autumn Budget 2025 sets out several important tax and compliance changes that will start to take effect from 2026 onwards. Below, we've summarised the key points relevant to UK business owners and what they could mean for your business in the months and years ahead.

National Living Wage increases from April 2026

The budget confirmed higher minimum pay rates from 1 April 2026:

For employees aged 21 and over: National Living Wage will rise by 4.1% (50p) to £12.71 per hour

For 18-20 year olds: the National Living Wage will increase by 8.5% to £10.85 per hour

If you employ staff on or near minimum wage, your payroll costs will rise from April 2026. This is especially relevant for labour-intensive businesses or those planning to recruit in the new year.

Employers should plan now to build these increases into their budgets, review pricing where necessary, and make sure growth plans still stack up under higher staffing costs.

Training for apprentices under the age of 25 will be free for SMEs in England.

For small business owners looking to grow their team in a cost-effective way, this significantly reduces the financial barrier to hiring and training younger staff. It could be a smart route for building skills in-house while managing payroll and training costs.

Dividend tax will increase from April 2026

The ordinary and upper dividend tax rates will increase by 2 percentage points from April 2026. This means that many company directors who take a large proportion of their income through dividends will see higher personal tax bills.

If you currently use a low salary and dividends as your main extraction strategy, this may no longer be as tax-efficient from 2026 onwards. For many directors, it may be worth reviewing how profit is taken out of the business ahead of the changes.

Savings and investment income tax will increase from April 2027

From April 2027, taxes on savings income and other investment income will also increase by 2 percentage points.

This will impact business owners who earn interest on savings, hold investment portfolios, or receive non-dividend investment income alongside their business earnings.

Salary sacrifice for pensions to change from 2029

The government has confirmed that National Insurance will apply to both employer and employee salary-sacrifice pension contributions above £2,000 per year from 2029.

Salary sacrifice has been a popular way for directors and employees to make tax-efficient pension contributions. This change will reduce the tax and National Insurance advantage for higher contributions made through sacrifice.

For business owners, it's worth reviewing long-term pension and remuneration strategies now. Alternative contribution methods or earlier planning may be more effective before the new rules take effect.

Making Tax Digital for Income Tax will still start in April 2026

Making Tax Digital (MTD) for Income Tax has not been delayed in the budget and is still moving ahead from April 2026. This will affect many sole traders, landlords, and individuals with business or property income.

Under MTD for Income Tax, you will be required to:

This is a major change in how self-employed people and landlords report their income, and it will significantly increase the importance of good bookkeeping and software systems.

If you're currently keeping manual records or only updating your accounts once a year, this change will require a big shift.

Read more: Making Tax Digital (2025 update)

The government has also confirmed that it's exploring and moving towards e-invoicing as part of its wider tax and reporting reforms. This is likely to come in from 2029.

This is expected to start with VAT-registered businesses and would involve invoices being created, approved and transmitted digitally in a standardised format.

Paper and PDF invoices will gradually be phased out

Digital, structured invoicing will become the norm

Businesses will need compatible software and systems in place

For small businesses, this is another sign that investing in proper accounting software is no longer optional. It is fast becoming essential.

Continued freeze on thresholds means higher tax for many people

Although headline tax rates have not changed much for salaries, income tax and National Insurance thresholds remain frozen until at least 2030. This means that as your income rises with inflation, more of it could be taxed at higher rates. Even if your business is only growing modestly, you could still end up paying more tax overall.

For both employees and directors, this can significantly affect take-home pay over time.

Increased focus on compliance and anti-avoidance

The government is investing more into HMRC's powers to tackle tax avoidance and non-compliance.

Stronger penalties for inaccurate reporting

Faster action against aggressive tax schemes

More data-sharing under digital reporting regimes

For small businesses this does not mean trouble, but it does mean that good record-keeping, correct reporting and sensible tax planning are more important than ever.

What these changes mean in practice for small business owners

All of this points to one clear theme - the way you pay yourself and run your finances may need to change.

Rethink whether dividends are still the best way to extract profits from the company

Adjust your savings and investment strategy ahead of the 2027 changes

Prepare for MTD and make sure your records are digital and in order

Switch to proper accounting and invoicing software (if you haven't already)

Improve your 2-3 year cash flow planning to account for higher taxes

 Business owners who plan early will be in a far stronger position than those who leave this until the last minute.

What the Autumn Budget 2025 means for small business owners

Industry news

Understand what cashflow forecasting is, why it matters, and how to get it right.

FINANCIAL LITERACY  •  24 NOVEMBER 2025  •  5 MIN READ

Understand what cashflow forecasting is, why it matters, and how to get it right. Includes forecasting methods, tools, and how to use your forecast effectively.

Cashflow Forecasting Explained

A cash flow forecast is a tool that helps you predict all cash movements in and out of your bank account over a set period of time.

It gives you visibility over when you might have cash available or when you might run short, by factoring in expected revenue, expenses and other financial activities.

In this guide, we'll cover the importance of forecasting and how to use your cash flow forecast to make business decisions.

It’s often easy to confuse cash flow with profit, but they’re not the same.

Profit is the difference between income and expenses, where cash flow is all about the timing of when cash actually enters and leaves your bank account.

If cash isn’t coming in at the right time or large bills are all due at once, even profitable businesses can run into trouble.

This is where a cashflow forecast is invaluable. 

A cash flow forecast records ALL money coming in and going out of your business, so it includes transactions that won’t be on a Profit and Loss (P&L) statement such as buying assets, repaying a loan, and paying taxes.

The pros and cons of cash flow forecasting

Cash flow is the lifeblood of the business. 

Having a clear forecast of when money is expected to flow in and out of your business gives you the ability to plan confidently even when the unexpected happens.

Like anything, there are always advantages and limitations.

Confidently assess whether you can afford new hires, equipment or investments

Identify periods where cash might run low and be prepared for it

Manage seasonality (highs and lows) with confidence

Secure funding - a forecast can strengthen your case when applying for loans or investment (it can even be a requirement for some banks)

Cash flow forecasts will almost certainly turn out wrong every year in some way. I’d bet that no business person has ever got to the end of the year and compared actual results to their forecast and thought ‘well done, a perfect match’.

The fact is life happens. Things can change that affect cash flow. The process of planning is far more important than the plan itself. The key is to treat it as a working tool, not a fixed plan.  You can update your cash flow forecast as the year progresses so you're prepared for these changes. Often having different scenarios can be helpful so you can see how your cash flow movements change under different circumstances and be well informed.

Depending on your level of skill, and the time and energy you have, there are three ways to prepare a forecast.

Go it alone - access the steps in our article on creating a cash flow forecast.

Lean on software - you can find cash flow forecasting software that links to your accounting software to cut down on manual data entry.

Get a professional to do it - this is a low-fuss way, but you should still be involved in the process by thinking through different scenarios and understanding what drives your business 

This forecast is for informational purposes only. The figures used are entirely made up and not at all reflective of a real business.

Effective forecasting isn’t just about plugging numbers into a spreadsheet.

Uses realistic assumptions and data based on past trends and future plans

Includes timing. Not just how much money, but when it comes in or goes out

Can be updated easily to reflect changes in your business

Is relevant to your business sales cycles, payment terms and seasonality

Factors in different scenarios so you’re prepared for the ‘what-ifs’ (keep reading for some examples)

Ultimately, a good forecast helps you make better decisions.

Once you have a cash flow forecast, you don’t just leave it there.

What is it telling you? What do you need to consider? What happens if you change something in the forecast?

Are there any months where your bank account is negative? - talk to your accountant to come up with the best solution for you to combat this.

Are there months with a surplus of cash? - You could pay down loans which don’t have an early-repayment penalty or save it for future months that are not cash flow positive.

Do you end the year with a cash surplus? - You could consider upgrading your assets or investing/saving the cash.

There can be a lot of ‘what ifs’ when it comes to running a business.

Play with the timing and amounts on your forecast to see how different scenarios impact your cash flow (tip: make a copy so you can still access the original).

Shutdown periods (e.g. over Christmas/New Year)

Comparing your forecast to actual cash flow movement

Xero (and other software providers) make it easy to see your actual cash inflows and outflows each month. 

Compare your forecast against actual figures.​

Remember that you can always revise the forecast. The numbers aren’t fixed. The assumptions aren’t permanent. You’ll find yourself continually updating the forecast and in time, your forecast will more closely reflect actual cash movements.

As your business changes, keep your forecast up to date so you always know what’s ahead. It can be helpful to tie it into your broader planning like budgeting, funding decisions and business strategy.

Cash flow forecasting doesn’t need to be complicated, but if you’re not sure where to start, it’s worth getting an accountant to assist.

At Beany, our team of accountants are passionate about helping business owners make smart decisions for their business (and life).

While our accounting package covers annual compliance, we can also help clients with anything else accounting-related such as creating tailored cash flow forecasts that are easy to understand and update. Whether you need a forecast for a funding application or ongoing visibility to support your growth plans.

Get in touch to find out how we can help with your business’s accounting and compliance, and build a forecast that gives you confidence in your cash position and your future plans.

Financial literacy

A step-by-step guide to creating a cash flow forecast with an example layout and tips for reading the results.

FINANCIAL LITERACY  •  24 NOVEMBER 2025  •  3 MIN READ

A step-by-step guide to creating a cash flow forecast, with an example layout and practical tips for reading and adjusting your forecast.

How to Create a Cash Flow Forecast

Making a cash flow forecast can be complicated, but it’s an invaluable tool for business planning and decision-making.

A simple forecast can give you a clear picture of what’s coming in and going out of your business and help avoid cash crunches before they happen.

While you can build one yourself (and we’ll guide you through how), if you’d rather have someone do it for you, an accountant is a huge help.

What you’ll need to prepare your forecast

Before we get started, you’ll need to gather the following information:

Your bank statements or accounting reports

Expected sales or income (including timing of payments)

A list of regular expenses (wages, rent, subscriptions)

Any one-off or seasonal expenses (e.g. insurance renewals)

Planned purchases, loan repayments, tax obligations, or hiring of staff

Steps to creating your cash flow forecast

Think about how far ahead you want to forecast. If this is your first time, it could be helpful to start small and forecast for the next 3-6 months. A 12-month period is great for accounting for any seasonality across a calendar year.

Pick a timeframe that suits your business and your cash flow rhythm.

Step 2: Run a historical cash flow report in your accounting software

To make forecasting easier, it’s best to start with actual data. Run a report that shows past cash movement in your business, broken down by month. 

Please note: the report name will vary by software, but will be something like Cash Summary or Cash Flow Statement.

If you use Xero, run the Cash Summary report with a monthly date range and compare with the last 12 months (under the ‘Compare with’ drop-down select ‘Enter a Different Number’ and then enter 12).

Step 3: Map out your expected cash inflows

Create a spreadsheet and list out the different forms of cash your business expects to receive during your forecast period (i.e. money coming into the business).

Add a summary row that calculates the total inflow (or ‘money in’).

Reference the historical data for insight into the type of cash inflows that the business has had previously, and use it as a guide for estimating future inflow amounts (and the timing of these).

Step 4: Map out your expected cash outflows

Underneath your list of inflows, list out all your payments that go out of the business.

Drawings or dividends to the owners/shareholders

Add a summary row that calculates the total outflow (or ‘money out’).

Reference the historical data for building out this list. For consistency, copy your expense categories into your forecast spreadsheet and then add any other cash outflows that the business has or is likely to have.

Now that you’ve listed out what money you predict is coming in and going out, you can bring it all together.

Net cash flow = total inflow minus total outflow (i.e. money in - money out)

Closing bank balance for each month (opening balance + net cash flow)

*For month one, the opening balance should be the expected bank balance for the start of the forecast period. The closing balance of month one becomes the opening balance for the second month and so on.

The above example is purely for informational and layout purposes only. The figures are entirely made up and are not based on any real business entity.

Have a look at your numbers. Do your income estimates look realistic? Have you missed any irregular or seasonal revenue or costs? Have you over- or under-estimated how long payments will take?

It pays to double-check you haven’t missed anything.

It’s also useful to test different scenarios, planning for the ‘what ifs’ of running a business.

Read our other cash flow forecasting article for some scenario planning examples and more details on what makes a good forecast.

Reading the results - what does your closing cash balance show you?

If your formulas are working correctly, changes to any figures will flow through to your forecasted closing cash balance.

The monthly closing cash balance may indicate that you need additional money. Will you go into overdraft (with high interest rates) or need to find another funding source?

In this scenario, talking to your accountant for options that are right for you can be helpful.

Too many periods of negative cash flow could cause trouble. What forward planning can you do to make sure you'll have enough cash to meet your everyday business needs?

Is there a build up of cash? What could you do with it? Upgrade assets, wage increases, pay off debt, put it aside for tax or savings?

What would happen if you brought forward or pushed back the date you purchase an asset? What would happen if you add a new employee to your team? 

Making decisions around the timing of certain inflows and outflows can make a big difference.

A forecast is most useful when it's reviewed and updated regularly.

It can be helpful to incorporate cash flow forecasting into your internal planning and strategy processes so that it becomes a standard operational task.

It may be time to retire that accounting hat

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