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Accounting firm reporting · CanadaFirm reporting you can follow back to a record
Most firm reporting is a spreadsheet somebody rebuilds on the last Friday of the month, from data that was already out of date when it was exported. FigsFlow reports on the work as it happens — and every figure opens the job, the timesheet line or the deal it came from.
Illustrative figures. Every tile on a real dashboard opens the underlying record.
Trusted by the best
Reporting is a by-product of the work, not a separate exercise
Nobody keys anything in twice. The figures are assembled from the modules your team is already using to do the job — which is the only reason they can be trusted on a Monday morning.
Jobs, tasks and deadlines
Every job carries an owner, a stage and a due date, so the reporting layer already knows what is late, what is close and what has not started. Nothing needs to be estimated, because the state is the record rather than somebody’s recollection of it.
Timesheets and billing
Recorded time against the fee agreed at proposal stage is what turns activity into recovery, WIP and profitability. This is the module that decides whether the rest of the reporting is worth reading — and it is also the one your team has to keep honest.
Team and capacity
Assigned hours against available hours, per person and per week. Overload shows up before it becomes a missed deadline rather than after.
CRM and pipeline
Deals by stage, age and owner — so a proposal that stalled three weeks ago is a number rather than a memory.
Forms and requests
What is genuinely stuck with the client, and for how long. The difference between your delay and theirs, measured.
FINTRAC and risk
Due diligence status and risk ratings across the client base, so a gap is visible as a count rather than found during a file review.
Ownership and response times on the mail that arrives, including the shared inboxes where things historically went quiet.
Audit trail
Who did what and when, underneath every figure. This is what makes a number defensible rather than merely presentable.
Counts describe how the reporting is built, not a performance claim.
Six questions partners ask, and where each answer comes from
Reporting is not really about charts. It is about whether a specific question can be answered in the meeting it was asked in — and whether anyone can check the answer afterwards.
Hover or tab a question to see where the answer comes from
A chart nobody can interrogate is a rumour with axes. The point of drilling from a figure to a timesheet line is that the person being asked about it can check whether it is fair.
The same data, cut for the person reading it
A partner and a preparer do not need the same screen, and giving them the same one is how reporting stops being used. Pick a role to see what it surfaces and what can be done from it.
The firm at a level you can hold in your head, with the exceptions pushed to the top rather than buried in an average.
A dashboard you can only look at is a report. These open the thing that needs deciding.
The next two weeks, in enough detail to move work before it becomes a problem.
Most of a manager’s reporting need is really a reallocation decision waiting to happen.
The state of your obligations as a count you can act on, rather than something discovered in a file review.
The audit trail is what turns a compliance dashboard into something you would be comfortable showing a practice inspector.
What has been earned, what has been billed, and the gap between the two.
WIP that nobody looks at becomes WIP nobody bills. The point of the view is the invoice at the end of it.
Recovery is 68%. Five clicks to why.
A headline figure is only useful if the conversation it starts can be finished. Here is the same number, opened until it stops being a number and becomes something somebody can fix.
The headline nobody can act on
Recovery on year-end engagements is running at 68% against an 85% target. On its own this is a complaint, not a finding — it tells you something is wrong and nothing about where.
Split it by client
The average was hiding a distribution. Most engagements are close to target; three are dragging the service line down on their own.
Split it by stage
Within the worst engagement, the hours are not spread across the job. They are concentrated in one stage — the one that depends on records arriving from the client.
Open the timesheet lines
Now it is specific. Repeated short entries for chasing and re-working the same schedule, spread over six weeks, by three different people.
The finding, and what you do with it
This is not a pricing problem, it is a records problem — which changes the answer entirely. Either the scope changes at renewal, or the request process does. Both decisions are now defensible.
Where the reporting stops
Reporting is the easiest thing in software to oversell, because a screenshot proves nothing. These are the boundaries worth knowing before you shortlist us.
It reports on your firm, not your clients’ accounts
This is practice management reporting — jobs, recovery, capacity, compliance status. It is not financial statement preparation, and it does not produce financial statements for the clients you serve.
Different jobIt is not a BI platform
There is no data warehouse to model and no query language to learn. If your firm wants to join FigsFlow data to something external, ask about the current export and API position on a call rather than assuming either way.
Ask on the callIt is only as good as the timesheets
Recovery and profitability depend on time being recorded honestly and promptly. No reporting layer fixes a firm where time goes in on a Friday from memory — it just makes the gap visible sooner.
Your disciplineEvery module contributes a column
Reporting is not a module in its own right so much as the view you get once the others are running. Here is what each one puts in.
The daily view these figures land on, before anyone asks for a report.
See the firm dashboard → Timesheets and billingRecovery, unbilled WIP and realization all start here.
See timesheets and billing → Team and capacityAssigned hours against available hours, per person and per week.
See team and capacity → Jobs, tasks and deadlinesStage, owner and due date — what makes “at risk” a number.
See jobs and deadlines → AI assistant FINTRAC client due diligence API and webhooks Audit trail and evidence Moving off spreadsheets Client portal Microsoft 365 integration CRM and pipeline Documents in SharePoint Security and data Email Engagement letters Forms and requests CRA filing deadlines All integrations Bookkeeping and CAS Onboarding suite Pricing and quoting Proposals Why FigsFlow Workflow templates The whole platformWhat partners ask before they trust a number
Where does the data actually come from?
Can I get from a figure to the underlying record?
Do we still need our monthly spreadsheet?
Who can see what?
Can we export it, or connect Power BI?
Does this produce financial statements for our clients?
What if our team does not record time properly?
How long before the numbers are meaningful?
Bring the number you cannot currently answer
Thirty minutes. Come with the question your last partner meeting could not settle, and we will show you where the answer would come from — or tell you plainly that it would not.
Figures shown on this page are illustrative.