Koss Accounting Solutions - KAS

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If this sounds familiar, it may be time for a new approach.

• Behind on bookkeeping
• Numbers don’t match your bank account
• Need clearer financial reports
• Systems feel messy or inefficient

Reach out to schedule a free consultation.

Break-even is the point where revenue covers the business’s fixed and variable costs—before producing profit.Knowing tha...
10/13/2026

Break-even is the point where revenue covers the business’s fixed and variable costs—before producing profit.

Knowing that point gives owners a practical target. It helps answer how much must be sold each month, how pricing changes affect the goal, and what happens when fixed costs increase.

It can also expose an uncomfortable truth: if current capacity cannot produce enough sales to reach break-even, the model—not the team’s effort—needs attention.

Break-even analysis is not a once-a-year exercise. Revisit it when wages, rent, pricing, service mix, or major overhead changes.

Clear targets make it easier to turn a financial goal into an operating plan.

Ask owners if they know their monthly break-even point

Discounts affect revenue, but their impact on profit can be much larger.If a service sells for $100 and costs $80 to del...
10/12/2026

Discounts affect revenue, but their impact on profit can be much larger.

If a service sells for $100 and costs $80 to deliver, the gross profit is $20. A 10% discount reduces the price to $90—but the cost may still be $80. The profit falls from $20 to $10.

That is a 50% reduction in gross profit.

Discounts can make sense when they support a clear strategy: filling unused capacity, securing a valuable commitment, moving inventory, or rewarding a specific behavior.

But they should be measured against margin—not only the percentage taken off the price.

Before offering a discount, know what you are truly giving away.

Invite readers to save the example

Two customers may generate the same revenue and produce very different profit.One may pay on time, follow the process, p...
10/09/2026

Two customers may generate the same revenue and produce very different profit.

One may pay on time, follow the process, purchase a standard service, and require little rework. Another may need repeated changes, extra meetings, rush work, discounts, and collection follow-up.

Revenue by customer is useful. Contribution by customer is more revealing.

Consider direct labor, materials, fees, write-offs, and the operational effort required to serve the relationship. Then look for patterns.

The goal is not to reduce every client to a spreadsheet. Relationships and strategy matter. But knowing the financial reality helps you price correctly, improve the process, and decide which work the business is best built to serve.

Ask what hidden cost affects customer profitability

Donor restrictions are based on the purpose or timing established by the donor—not simply where the cash is deposited.An...
10/08/2026

Donor restrictions are based on the purpose or timing established by the donor—not simply where the cash is deposited.

An organization needs a process to identify the restriction, record it correctly, track eligible spending, retain support, and release the restriction when the requirements are met.

Using a separate bank account may help operationally in some cases, but it does not replace accurate fund tracking in the accounting records.

When the process is unclear, leadership may unintentionally spend restricted resources incorrectly or understate the funds available for mission work.

Good nonprofit accounting connects donor intent, program activity, and financial reporting in a way the board and leadership can understand.

Invite nonprofits to review restriction documentation

Growth often requires money before the new revenue reaches the bank.You may need to hire and train employees, purchase m...
10/07/2026

Growth often requires money before the new revenue reaches the bank.

You may need to hire and train employees, purchase materials, add equipment, increase insurance, expand marketing, or carry larger receivables before customers pay.

That gap is called working-capital pressure—and profitable businesses can still struggle with it.

Before a growth push, map out when the costs occur, when invoices will be sent, and when cash is realistically expected to arrive. Then decide how the gap will be funded.

Strong sales projections are encouraging. A funding plan is what makes them executable.

Growth is healthiest when the business has enough cash and capacity to support the opportunity all the way through collection.

Ask: What does growth require you to fund first?

Payroll, pretzels, and something sweet! 🥨🍬Koss Accounting Solutions had a great time visiting local businesses with Emil...
10/06/2026

Payroll, pretzels, and something sweet! 🥨🍬

Koss Accounting Solutions had a great time visiting local businesses with Emily from Auris Payroll and sharing a few treats along the way!

Our services naturally complement one another. Argus Payroll helps businesses with payroll processing and opportunities such as WOTC tax credits for qualifying hires, while Koss Accounting Solutions helps businesses strengthen the rest of their financial picture through full-cycle accounting and CFO advisory services.

From accurate financials and cash-flow management to forecasting, strategy, and better business decisions, our goal is to help business owners have the financial information and support they need to move forward confidently.

Because the right financial support should make running your business a little sweeter. 🍬📈

A forecast that never changes is probably not being used.New customers arrive. Hiring takes longer than expected. Materi...
10/06/2026

A forecast that never changes is probably not being used.

New customers arrive. Hiring takes longer than expected. Material costs rise. A project moves. Occupancy changes. Collections slow down.

A rolling forecast updates the financial outlook using the most current information while keeping the original budget available for comparison.

This helps leadership answer a more useful question than “Are we on budget?”

It asks, “Based on what we know today, where are we headed—and what should we do next?”

Forecasting creates room to adjust spending, staffing, pricing, cash needs, and goals before year-end. It turns current information into forward-looking leadership.

Encourage a forecast refresh after every major change

Board members should not have to search through pages of reports to discover the financial story.A useful finance packet...
10/05/2026

Board members should not have to search through pages of reports to discover the financial story.

A useful finance packet highlights the period’s operating result, cash position, budget variances, restricted funds, major receivables or obligations, and any decision or risk requiring board attention.

Supporting statements still matter, but the summary should answer:

What changed?
Why did it change?
What needs attention?
What action is being recommended?

Clear reporting strengthens governance because it gives the board information it can actually use.

The goal is not to simplify away important details. It is to organize them so the conversation stays focused on stewardship and mission.

Ask nonprofit leaders what their board asks every month

A budget is not a guarantee of what the year will look like.It is a written version of the choices and assumptions leade...
10/02/2026

A budget is not a guarantee of what the year will look like.

It is a written version of the choices and assumptions leadership is making: expected sales, staffing plans, pricing, operating costs, investments, and timing.

When reality changes, the budget still has value. It gives you a baseline for understanding what changed and why.

Did volume miss the assumption? Did wages rise faster than expected? Did an investment happen earlier? Did a new opportunity create unplanned revenue and cost?

Treating the budget as a rigid promise can make teams defensive. Treating it as a decision tool creates better conversations and faster course correction.

The goal is not to be perfectly right. The goal is to lead with intention.

Ask readers what assumption changed most this year

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Racine, WI
53406

Opening Hours

Monday 9am - 5pm
Tuesday 9am - 5pm
Wednesday 9am - 5pm
Thursday 9am - 5pm
Friday 9am - 5pm

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