Numbers Unlimited

There’s one sentence I wish more business owners would stop saying before they ask me a question:

“I know I should know this, but…”

I hear it more often than you might think.

Someone has been running a successful business for years, yet they feel embarrassed because they don't understand something in their books, or they're unsure what a number on a report is telling them.

Running a business teaches you a lot, but nobody suddenly becomes a bookkeeping expert just because they own a company.

There are going to be financial questions you've never had to deal with before, especially as the business grows and things become more complicated.

I'd much rather have someone ask the question than sit with uncertainty because they feel they should already know the answer. A good financial conversation should leave you with a clearer understanding of your business, not make you feel foolish for asking.

So I’m curious: what financial question have you always felt you “should” already know the answer to?

A payroll mistake can begin long before anyone notices a problem on payday.

Sometimes it starts with one small detail that was missed earlier in the process, and by the time payroll is processed, the mistake is already built in.

Accuracy earlier in the process matters so much, because payroll software can only work with the information it's been given.

This means the review before payroll is processed is just as important as the final calculation.

In my experience, a careful payroll process includes checking that the information is current before submitting anything. That extra attention can prevent corrections later and reduce the chance of remittance or employee issues developing from a simple input error.

Payroll works best when the information feeding it is accurate from the start.

Over the years, I’ve found that business owners can become very used to the way things are being done, especially when a process has been in place for a long time.

That familiarity can make it harder to notice when something has stopped working as well as it should. An outside review can bring a different perspective to the books and sometimes reveal a pattern the owner has simply learned to work around.

I think that is where experience becomes especially useful.

Someone who has seen many different businesses can often recognise when a process is creating more work than necessary or when the financial information could be giving the owner a clearer picture.

A second set of eyes is valuable because it can help challenge assumptions that have become part of the routine.

Sometimes the biggest improvement comes from noticing what everyone else has stopped questioning.

A problem I see fairly often is a business owner running a report in QuickBooks or Sage, seeing a number they don't understand, and assuming the software must know what it's doing.

A report can generate perfectly and still leave you with a number that doesn't make sense for your business, and if you don't understand what's feeding that number, it becomes very easy to accept it at face value and move on.

The software is only working with the information it has been given. If something was entered incorrectly or the accounts were not set up properly, the report can still look polished while giving you the wrong impression.

❗ 𝗧𝗵𝗶𝘀 𝗶𝘀 𝗼𝗻𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗿𝗲𝗮𝘀𝗼𝗻𝘀 𝘄𝗲 𝗽𝘂𝘁 𝘀𝗼 𝗺𝘂𝗰𝗵 𝘃𝗮𝗹𝘂𝗲 𝗼𝗻 𝗯𝗼𝗼𝗸𝗸𝗲𝗲𝗽𝗶𝗻𝗴 𝘁𝗿𝗮𝗶𝗻𝗶𝗻𝗴.

When someone understands how their Sage or QuickBooks file is working, they're in a much better position to spot when something looks off and ask the right question before it affects a decision.

If a number on your report doesn't make sense, don't ignore it just because the software produced it. Take the time to find out what is behind it.

A good bookkeeper should be able to tell you when something in the numbers doesn't make sense.

That may sound obvious, but it matters.

A report can balance and still contain entries that distort what's really happening in the business, and if something is consistently landing in the wrong place, the owner may end up making decisions from information that looks complete but isn't actually useful.

One of the skills experience gives you is pattern recognition.

After years of working with business records, you start to notice when a figure doesn't fit the usual flow of the business or when the same inconsistency keeps showing up month after month.

It's one of the main reasons that a careful review earns its value.

Small issues are easier to correct while they're still small, and the sooner they're found, the less likely they are to affect future reporting.

One question I think is worth asking before fall gets fully underway is: what would make running your business easier next quarter?

In my experience, business owners usually have a pretty good sense of what's creating friction, but the useful part of identifying it is deciding what kind of support would actually improve it.

A small change in the right place can make the next quarter easier to manage and give you better information to work with as the year moves forward.

One thing I’ve learned from working with business owners is that the timing of a financial conversation can matter just as much as the advice itself.

When a question comes up early, there's usually more room to look at the numbers properly and consider what makes sense before anything becomes urgent. Once a deadline approaches or a problem has already surfaced, the focus often shifts to addressing the immediate issue.

I’ve seen many situations where an earlier conversation could've made the decision easier because there was more time to review the information and think through the consequences.

As a result, I encourage business owners to raise questions as soon as they start wondering about something.

𝗬𝗼𝘂 𝗱𝗼𝗻'𝘁 𝗻𝗲𝗲𝗱 𝘁𝗼 𝘄𝗮𝗶𝘁 𝘂𝗻𝘁𝗶𝗹 𝘁𝗵𝗲𝗿𝗲'𝘀 𝗮 𝗽𝗿𝗼𝗯𝗹𝗲𝗺 𝗯𝗲𝗳𝗼𝗿𝗲 𝗮𝘀𝗸𝗶𝗻𝗴 𝘄𝗵𝗲𝘁𝗵𝗲𝗿 𝗮 𝗳𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗺𝗮𝗸𝗲𝘀 𝘀𝗲𝗻𝘀𝗲.

A good conversation at the right time can give you more options and help you make the decision with a clearer head.

❗ 𝗔 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗰𝗮𝗻 𝗵𝗮𝘃𝗲 𝗮𝗰𝗰𝘂𝗿𝗮𝘁𝗲 𝗯𝗼𝗼𝗸𝘀 𝗮𝗻𝗱 𝘀𝘁𝗶𝗹𝗹 𝗿𝘂𝗻 𝗶𝗻𝘁𝗼 𝗰𝗮𝘀𝗵 𝗳𝗹𝗼𝘄 𝘁𝗿𝗼𝘂𝗯𝗹𝗲.

I’ve seen this happen when the records are current, and the numbers are correct, but the timing of money coming in doesn't match the timing of what needs to be paid. On paper, the business may look healthy while the bank account feels much tighter than expected.

That is why cash flow deserves its own attention.
Looking at what customers still owe you and what's coming due can tell you far more about the next few weeks than revenue alone.

In my experience, owners feel much more confident when they understand both profitability and timing.
Accurate books give you the foundation, and regular cash flow reviews help you see whether the business can comfortably meet its upcoming commitments.

If cash always seems tight even when sales are strong, it's usually a sign that the timing behind the numbers deserves a closer look.

One thing I’ve noticed over the years is that busy seasons become much easier to manage when the financial side of the business is already in good shape.

When bookkeeping is current and the supporting documents are easy to find, you spend far less time trying to piece information together under pressure. Regular reviews also make it easier to spot issues earlier, while clear processes help keep important financial tasks moving even when everyone is busy.

Preparation may not feel urgent when business is running smoothly, but this is often the best time to put these habits in place. Waiting until workloads increase usually means you're trying to fix problems when you have the least capacity to deal with them.

Good financial habits save time because they reduce the amount of catching up and correcting you have to do later. That can make a noticeable difference when the business enters one of its busiest periods.

Today, I'm excited to announce that I'm running for Abbotsford City Council.

This wasn't a decision I made lightly.
I've spent my career helping people solve problems.

For nearly 40 years, I've worked alongside individuals, families, businesses, and organizations, helping them make sound financial decisions and navigate complex challenges. For more than 26 years, I've also had the privilege of building and leading Numbers Unlimited, working with local business owners and seeing firsthand both the opportunities and the frustrations they face.

Abbotsford has been home for my family for many years. It's where we've raised our family, built our business, served our community, and created lifelong friendships. Through my work and volunteer involvement, I've had countless conversations with people who care deeply about our city.

One message keeps coming back:
People want a City Hall that works for the people who live and do business here - not the bureaucracy.

That's why I'm running.

I believe good leadership starts with listening. It means asking thoughtful questions, making practical decisions based on facts, and following through.

Over the coming weeks, I'll be sharing more about my story, the principles that guide my decisions, and the priorities I'll work toward if I'm elected.

I'd be honoured to earn your support, and I hope you'll join me on this journey.

Follow my journey here Doris For Council

Working With You. Getting Things Done.