From bookkeeping and compliance to CFO-level financial strategy, Aurum Advisory helps growing businesses make better financial decisions — every month, not just at year-end.
Every part of Aurum is built around one idea — the person leading your account has actually sat in the CFO seat.
Chartered under the ICAP — the same standard used by the largest audit and advisory firms in the world.
Currently CFO of a REIT management company — real decisions, real capital, not just theory.
Financial statements built to a standard that satisfies auditors, lenders and investors alike.
Companies House and HMRC filings prepared and tagged the way regulators expect them to be.
The repetitive work is automated, so time goes into judgement — not data entry.
Every engagement is measured by the decision it improved, not the hours it took.
They fail because the financial systems underneath them don't scale with growth. A spreadsheet that worked at ten clients quietly breaks at fifty. A bookkeeper who was enough in year one isn't enough by year three. Nobody notices until a lender asks a question nobody can answer quickly.
Aurum Advisory exists to close that gap — the space between "the numbers are technically correct" and "the numbers are actually useful." We sit at the intersection of compliance and decision-making, because a business that's only compliant is flying with its instruments switched off.
Trained in audit at Yousuf Adil, a Deloitte correspondent firm — learning what "correct" actually means under scrutiny.
Advisory work at Baker Tilly, moving from checking numbers to shaping the decisions behind them.
Currently CFO of a REIT — running a real finance function, not consulting on one from the outside.
Built to give growing businesses the same discipline, without needing to hire a full finance team to get it.
Not a menu of one-off tasks. Each service is built to run monthly, so the numbers are ready before you need them — not scrambled together after.
Records get built for day-to-day use, not for scrutiny — so audits become fire drills.
We restructure your bookkeeping and documentation so every figure can be traced back to its source.
Reconciliations slip, categorisation drifts, and by month-end nobody trusts the numbers.
Clean, reconciled books every month, closed on a schedule you can set your calendar by.
You need CFO-level thinking, but not enough volume to justify a full-time hire — yet.
Cashflow forecasting, board-ready reporting, and pricing and hiring decisions run through a finance lens.
Statutory filing has more steps than people expect — and getting one wrong is expensive.
Full-service filing: statement preparation, Companies House submission, and iXBRL-tagged HMRC returns.
Tax rules shift every year, and most salaried people, businesses and companies file late, overpay, or both.
Income tax return filing for salaried persons, businesses and corporates, plus sales tax returns and year-round tax planning.
Most businesses only look closely at their numbers once a year — usually under deadline pressure.
A monthly review of performance, cashflow and KPIs, delivered in plain language, not jargon.
No obligation — 30 minutes to see if we're a fit.
Most businesses don't struggle because they lack ambition. They struggle because the financial systems underneath them stop scaling. The spreadsheet that worked at ten clients quietly breaks at fifty. The bookkeeping process built for a startup becomes a bottleneck for a growing business. Reporting turns reactive, decisions slow down, and confidence in the numbers starts to fade — usually without anyone noticing, until an investor, a lender, or a board member asks a question that should have taken minutes to answer.
At Aurum Advisory, we believe financial information should do more than satisfy a regulator — it should help you make better decisions. That's why we work at the intersection of compliance and strategy, closing the gap between records that are technically correct and information that's genuinely useful. A business that's only compliant is still making decisions with limited visibility.
We partner with UK accounting firms who want a reliable extension of their team — consistent, high-quality accounts preparation and financial support they don't have to double-check. And we work directly with founders, SMEs and growing businesses across the UK and Pakistan, building finance functions that evolve with their ambitions, instead of needing to be rebuilt at every new stage of growth.
Good accounting records the past.
Great finance helps shape the future.
Different industries, the same underlying need — finance that keeps up with growth instead of trailing behind it.
Overflow capacity for busy season without hiring for the peak.
A finance function that grows in step with the business.
Rent rolls, service charges and portfolio reporting kept clean.
Job costing and cashflow that keep pace with long projects.
Compliant records for practices that can't afford downtime.
Investor-ready reporting for teams focused on building product.
Time, billing and profitability visible by partner and project.
Margin and cash visibility across channels and clients.
Most of what gets written about finance is either too technical to use or too vague to matter. This is the middle ground — the questions we actually get asked by founders and operators, answered the way we'd answer them over a coffee, not a compliance manual.
Every founder can recite their revenue from memory. Fewer can tell you their cash conversion cycle, and that's usually the number that decides whether the business survives its own growth. Here's the order we actually look at the numbers in, and why revenue comes further down the list than most people expect.
"Will software replace accountants?" is the wrong worry. The real question is what happens to firms that spend all their time on the parts a machine can already do well. We think the profession gets more interesting from here, not less — for the accountants willing to move up the value chain.
It's the quietest way to kill a good business: profitable on the income statement, and out of money in the bank. Growth eats cash before it produces it — in stock, in receivables, in hiring ahead of revenue. We walk through exactly where that gap opens up, and the three checks that catch it early.
A balance sheet is supposed to be neutral. The person reading it rarely is — they see what they're hoping for, or what they're afraid of. After years of sitting across the table from founders and lenders, here's what we've learned about how people actually read numbers, and how to present them so the truth lands clearly.
Profit is an opinion — it depends on the accounting choices behind it. Cash is a fact. Most founders manage the number that feels good instead of the number that's true, and don't notice the difference until it's expensive. A plain-English guide to the gap, and why it matters more as you scale.
Not at the size most founders assume. The signal isn't revenue or headcount — it's the first time a decision gets made on a gut feeling that a spreadsheet could have settled in minutes. Here's how to tell you've reached that point, and why fractional often beats full-time for longer than people expect.
Founder & CFO, Aurum Advisory
I'm Khizar — a Chartered Accountant and currently CFO of a REIT. Before that, I trained in audit at Yousuf Adil, a Deloitte correspondent firm, and moved into advisory at Baker Tilly. I've seen finance from both sides: as the person checking the numbers, and as the person who has to live with them.
What I noticed is that most growing businesses aren't short on ambition. They're short on a finance function that can keep up with it. They get compliance. They rarely get someone thinking a step ahead with them — because that person is usually too expensive to hire full-time, until it's too late to matter.
Aurum is the answer to that. It's the finance partner I'd have wanted when I was building something of my own.
Details anonymised, outcomes real. We'll happily walk through the full story on a call.
A multi-entity property group came to us mid-portfolio-growth with records that worked day-to-day but wouldn't survive a lender's due diligence. We rebuilt the audit trail entity by entity.
A ten-person software company needed investor-grade reporting but couldn't justify a full-time hire. We stepped in as fractional CFO, running monthly close and board packs.
A UK practice needed reliable extra hands for a wave of Companies House and HMRC deadlines, without training up temporary staff. We slotted in as an extension of their team.