Capabilities directory
Find your team’s next superpower.
- Function: Finance and accounting
- Function: People and HR
- Function: Procurement and suppliers
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Results
65 capabilities, showing 49 to 65
Spreadsheet check before sharing
Before a model or schedule goes to a client, a lender or a board, the sender gets one report on it: every error value, short total, buried assumption and hidden row pinned to its cell, each with a fix or a question, and a plain list of what was not checked. Nothing in the workbook is changed.
Staff newsletter and FAQ roundup
Each month the office manager turns what teams send in into one staff newsletter, with answers to the questions people keep asking, each quoted from an approved source and its owner named. Nothing about one person's pay, health or performance goes in, and a person approves the issue before it goes.
Stock count reconciliation
After a physical count, the bookkeeper and the warehouse or store lead get every item counted beside the quantity and value in the books, each difference in units and money, what to check for it, and the items to recount. Nothing is adjusted until a person approves.
Supplier bill review and payment-run preparation
Before each payment run, the person who approves it gets one sheet: every supplier bill checked against its purchase order and what was received, duplicates and changed bank details stopped, credits shown, and a proposed run with its total. Nothing is paid until a person approves.
Supplier delivery date check
The purchasing or operations person gets one comparison from the open purchase orders and the supplier replies: promised and revised dates side by side, the orders each change puts at risk, and the follow-ups still unanswered. No supplier is contacted.
Supplier issue notice
When a supplier bills for more than was ordered or received, or falls short of an agreed delivery or quality target, the buyer gets a formal notice ready for approval: each problem set against the record, the evidence listed, what the supplier must do and the date to reply by. A person approves and sends it.
Supplier performance scorecard
Once a quarter, the buyer or operations lead scores each key supplier from the business's own order and receiving exports: on-time delivery, fill rate, defects and returns, price against agreed terms and order confirmations, with the trend, the evidence behind every score and the points to raise. A person decides.
Supplier quality response check
A quality or purchasing person who has raised a defect with a supplier gets the supplier's reply set against the finding: what is answered, what is not, the evidence still to ask for, the actions proposed and what has yet to be verified. The person decides whether the answer is accepted.
Supplier risk alert brief
When something happens to a supplier you depend on, the buyer gets a dated brief the same day: what happened and who reported it when, what you buy from them, how many days of stock you hold against how long another source would take, how exposed you are, and actions with owners and dates.
Supplier spend analysis
From one accounts-payable export, the finance or operations lead sees where the money goes: spend cleaned and grouped by category and supplier, the few suppliers that take most of it, the tail, needs bought from several suppliers and consolidation opportunities, each with its figures. A person decides what to act on.
Thirteen-week cash flow forecast
The owner sees cash week by week for the next thirteen weeks: what comes in, what goes out, the lowest point and every week below the floor they set, with each assumption written on the page. The forecast informs the decision; the owner makes it, and nothing is paid or moved.
Training needs analysis
For one team, the HR lead or team manager gets what each role must be able to do, how many people can do it now, where the team falls short, and the training to arrange first, with who arranges it and by when. Counted by role, never a rating of a named person.
Vendor quote comparison
Before anyone signs, the person choosing a vendor gets one sheet: the criteria agreed first, every quote costed the same way, and each vendor eliminated with its reason, on hold with the question that settles it, or shortlisted with its trade-offs. A person chooses; contract terms go to your reviewer.
Vendor renewal review
Before a supplier's notice date, the operations lead takes one page to the decision: the dates counted from the ones you supply, how much of what you pay for is used, what it has cost and what renewal would cost, how the supplier has performed, and the questions to ask. Nothing is sent or cancelled.
Weekly owner business brief
Each Monday the owner gets about one page built from the exports they supply: cash, last week's sales against the week before, pipeline movement, the week's commitments and a watch list, with one item to look at first. Every figure names its source, and every missing export is named.
Weekly receivables summary
The finance lead takes one page into each week’s management meeting: what came in, where every receivable stands, which exceptions are open and who owns them, and the decisions management must make. Every figure ties to the aging report.
Year-end tax packet for the accountant
Once the year's books are closed, the owner or bookkeeper hands the accountant one packet: the documents asked for and what is still missing, every contractor paid over the reporting line with missing tax forms flagged, the year's estimated tax payments, and the questions to ask. It works out no tax.