Your limited company is a cash-generating engine, not a business you intend to sell. That splits your financial life into two worlds, the company and the personal, and the value comes from planning them as one picture rather than two that never quite meet.
You are good at the thing your business does, and the business rewards you for it. The harder question is what the surplus is for, and whether it is working as hard outside the company as it did inside it.
Cash builds up in the company with no clear destination. The personal pension is light relative to the company balance sheet. The salary and dividend mix was set years ago and never revisited. None of it is a crisis, which is exactly why it drifts.
Our work treats the company and your personal wealth as one joined-up picture: when it makes sense to retain capital inside the company and when to extract it, how to use pension allowances and carry forward, and how to build a path to financial independence that does not depend on ever selling the business.
You do not need to be a £10M client to be taken seriously here. Capital builders are a core part of the firm's work, not an afterthought, and the relationship is built to grow with you if the business does.
The decisions that matter for capital builders sit on the line between the company and the personal balance sheet. Guardian:CONNECT keeps you and your accountant on the same side of that line.
One picture, both worlds
Company reserves and personal wealth viewed together, then sorted into three jobs, so the surplus has a destination before it accumulates by accident.
You and your accountant, aligned
Extraction, profit strategy and structure are decisions your planner and accountant should make together. Guardian:CONNECT makes that a single conversation, not a game of telephone.
Salary, dividend, pension, timing
A practical, repeatable plan for how money leaves the company and where it goes, reviewed each year as profit and allowances change.
A clear way to think about when company cash should stay put and when it should be working for you personally.
Carry forward, employer contributions and the allowances that quietly expire while the company balance sheet grows.
Building a personal balance sheet strong enough that the business becomes a choice rather than a necessity.
I assumed a firm like this would only be interested once I had sold up. Instead they built a plan around a business I have no intention of selling, and my accountant is now part of the same conversation.
Bring last year's accounts and a sense of where you would like to be in ten years. Leave with a clearer view of how the company and your own future fit together.