Let's talk about
your operation.

Yes, and this is the thing I know best because I have done it myself. I advise on company formation and structuring, RTA licensing and approvals, vehicle selection, procurement and registration, and driver recruitment, visas and permits. You get a realistic view of the capital required, the actual timeline, and the recurring costs and risks that decide whether a new operation succeeds, not an optimistic sales pitch.

Most fleet owners measure performance in aggregate: total revenue, total cost, one number at the end of the month. Profitability is actually decided vehicle by vehicle. I advise you on building reporting that attributes every cost, fuel, Salik, fines, maintenance and wages, to each individual unit, so you can see exactly which vehicles and drivers are making you money and which ones are quietly losing it. I also advise on driver payroll and statutory compliance as a core operational control, not paperwork.

Yes. If you are buying, I will help you work out what a licence, a fleet and a driver base are actually worth, and what to check before you commit: vehicle condition, RTA permit status, driver contracts and the real financial history. If you are selling, I will help you get the business and its records into a state a buyer can trust. Either way, the advice is calibrated to your budget, not a fixed package, and it comes from someone who has actually run a licensed fleet.

Because it is the reason I am useful, not a distraction from it. I set up that company and run its operations: licensing, fleet, drivers, payroll and the accounts. It means I have made payroll from the other side of the desk, and I know what a late filing or a cash-flow gap actually feels like when it is your own business. Most accountants have only ever seen that in a ledger.

Two sectors, deliberately: limousine and transport, and real estate brokerage. Those are the two I have direct professional experience in, on the operations side as well as the accounting side, and I would rather do those two properly than spread thin across everything. If your business is one of those, I can likely help. If it is not, I will tell you honestly in the first conversation.

It is the most common reason people call, and no. A backlog is a known quantity: it gets reconstructed, reconciled and brought current, usually in the first few weeks. What actually costs money is leaving it longer: penalties accrue and the reconstruction gets harder.

It means your accounting records are now the basis for a tax computation, so bookkeeping quality has a direct financial consequence it did not have before. Practically: your books need to be clean, your related-party transactions need to be documented, and your filings need to be on schedule. I handle registration, readiness and filing.

Both. Ongoing accounting, payroll and compliance work naturally as a monthly retainer. A cleanup, a company setup, or a buy/sell advisory works as a defined project with a fixed scope. We will agree which one fits in the first conversation.

You tell me what is going wrong, or what you are about to start. I ask what is filed, what is late, and what you are actually worried about. If I am the right person, I will tell you what I would do and what it costs. If I am not, I will tell you that too.