HHK Analytics is an India-based finance and accounting team working with UK accounting practices, startups and growing businesses — from bookkeeping and management accounts through to cash flow, forecasting and the analysis behind better decisions.
Bookkeeping, VAT return preparation, payroll and RTI support, management accounts, and year-end file preparation to FRS 102 and FRS 105.
| This year | Last year | |
|---|---|---|
| Revenue | 148,200 | 131,450 |
| Cost of sales | (89,900) | (76,240) |
| Gross profit | 58,300 | 55,210 |
| Gross margin | 39.3% | 42.0% |
| Overheads | (41,600) | (39,880) |
| Operating profit | 16,700 | 15,330 |
Revenue is up 12.7%. Gross margin is down 2.7 points. The growth is real, but each pound of it is worth less than last year's. That is the conversation worth having before the next hire — and it is the part most reporting leaves out.
Illustrative figures. Not client data.
Almost every business with a bookkeeper has a set of accounts. Fewer have a quick answer to simple questions: which work is actually profitable, where margin moved last quarter, how many weeks of cash are left at the current rate.
The gap is rarely effort. It is that recording financial information and reading it are treated as one job when they are two. The first produces a reliable record. The second tells you what the record means.
We do both, in that order. Accurate records first, because analysis built on a poor trial balance is confidently wrong. Then reporting. Then the interpretation that makes the reporting worth commissioning.
The name is deliberate, and worth clarifying. Analytics here does not mean dashboards or data science. It means reading a set of accounts properly and saying plainly what they show.
Four levels of the same work. Most engagements start at the first and move up as the relationship settles — though plenty stay exactly where they are, which is fine.
The record everything else depends on. Kept current, reconciled and ready for review — rather than reconstructed in a hurry at year end.
Monthly management information a director can read in ten minutes and act on, segmented the way you actually run the business rather than the way the statutory accounts are filed. Every pack carries a short written commentary — what moved, by how much, and what we think it means.
The forward-looking half. Historic accounts tell you what happened; this is the work that suggests what is about to.
Interpretation. Where the money is made, where it leaks, and what that means for the decision actually in front of you.
Two boundaries worth stating plainly. On VAT and payroll we prepare and process; submissions to HMRC are made by you or your client through your own agent authorisation and PAYE scheme. And our advisory work is commercial interpretation of your own financial information — not regulated financial advice, investment advice, legal advice or tax representation. Where you need those, we will say so rather than improvise.
The proposition we care most about, and the reason most of our conversations start.
For UK accounting practices, we work as an extension of your team rather than a supplier your clients ever hear about.
Bookkeeping and compliance volume handled inside your systems, to your file standards, your review process and your deadlines. The client relationship stays yours. So does the letterhead. Your team's hours move to review, advisory and the client conversations that are hard to delegate.
Three groups, deliberately. We would rather be genuinely useful to a few types of business than claim every sector.
Reliable delivery capacity for bookkeeping, VAT, payroll and year-end file preparation, without the cost and management overhead of another permanent hire.
Clean books from the beginning, monthly reporting a founder can actually use, and visibility of cash runway well before it becomes urgent.
Accurate records, management accounts that arrive on the same date each month, and someone who will explain what changed and why it changed.
Analysis built on an unreliable trial balance is confidently wrong, which is worse than silence. We reconcile first and interpret second — and we will tell you when the underlying data is not yet good enough to support a conclusion.
Every management pack we send includes written commentary. What moved, by how much, what we think is driving it, and what we would look at next. If nothing meaningful moved, we say that too.
Between our two founders there is a Chartered Accountant with UK corporate tax and accounting experience and a second with over twelve years in UK accounting and finance, including leading teams of more than ten. The people setting the delivery standard have done the work themselves.
For practices, we work inside your systems, to your naming conventions, your review standards and your deadlines. We are not trying to reach your clients. We are trying to make your month-end quieter.
We work day to day in Xero and QuickBooks and adapt to whatever your finance function already runs on. The principles underneath do not change with the platform, and we would rather fit your stack than ask you to change it.
Four stages, in sequence. Each one is only worth doing properly once the one before it is.
A short call and a look at your current records, systems and deadlines. We establish what exists, what is missing and what good looks like for you — before quoting any scope.
Records brought current, reconciled and structured. Where there is a backlog, that clean-up is scoped and agreed separately, so it doesn't distort the ongoing cost of the work.
Once the base is reliable, reporting starts. Management accounts on an agreed date each month, with commentary, in a format we settle on together rather than impose.
Steady ongoing delivery, plus the forward-looking work — cash flow, budgets, forecasts, and the questions that come up between reporting dates.
We work inside your systems wherever possible, using named user access that you control and can revoke. We don't copy client records onto local machines as a matter of routine, and we don't store financial data outside the platforms you nominate.
Every engagement has a named lead who is accountable for the work and is the person you deal with. We will sign your NDA and your data-processing terms before any access is granted, and we are happy to work to your practice's own security requirements.
If there is something specific you need documented before starting, ask. We would rather answer it at the outset than halfway through.
Co-founder
Harshit is a Chartered Accountant whose experience sits in UK corporate tax and accounting. That time has been spent on the delivery side of UK work — preparing, reviewing and understanding the files that practices and their clients rely on, which is a different education from reading about it.
He handles new client conversations himself, and will be the person who replies if you write to us.
Co-founder
A Chartered Accountant with more than fifteen years in the profession, including over twelve years in UK accounting and finance. His experience is operational rather than theoretical: financial operations, reporting and process management, built at the scale where consistency matters more than individual effort.
He has led teams of more than ten professionals, and that shapes how the work is organised here — accuracy first, then a process that still holds when volume increases.
At HHK Analytics he leads the finance and accounting side of the business. In practice that means he owns the delivery standard: what a reviewed file looks like, what goes into a management pack, and whether the output is actually useful to the business reading it.
Where we are. HHK Analytics is a new firm, and we would rather say so than imply otherwise. We are deliberately working with a small number of clients while we prove the model, which means engagements get an unusual amount of senior attention. The legal structure will be formalised as the client base grows — we would rather earn the work first.
Occasional writing on the parts of finance that businesses tend to get wrong. Published when we have something worth saying, rather than to a content calendar.
A clean set of books answers what happened. It does not answer whether any of it was a good idea. The distinction costs businesses more than they realise.
Most founders receive a monthly pack and read the profit figure. There are five other numbers in it that matter more, and one that will reach you too late if you wait for it.
Whether you are a practice looking for reliable delivery capacity or a business that has outgrown its current finance setup, a short call is usually enough to tell whether we are a fit. If we are not, we will say so.
Email is the quickest way to reach us. It goes straight to Harshit, and he answers it himself.
None of it is required. A one-line email is fine too.
Email, Google Meet or Microsoft Teams — whichever suits you. We work Indian Standard Time, which overlaps the UK morning and early afternoon, and we generally reply within one working day.