Accountants in Patrick Brompton

A good accountant should be able to tell you, in plain English, what they'll do, when, and for exactly how much. Vagueness on any of the three is the tell. Everything else — size of firm, fancy office, distance from Patrick Brompton — is decoration.

Timing disposals across tax years, using losses properly, and the spousal transfer rules can all legitimately reduce capital gains bills — but only before the sale. CGT planning after completion is just arithmetic.

Miss 31 January and the £100 fine is automatic; three months later daily penalties start. If you're behind on a return, the maths almost always favours filing quickly over waiting — penalties grow on a timetable, and HMRC charges interest either way.

Directors paying themselves a salary still need a PAYE scheme and RTI submissions, even in a one-person company. It's a five-minute monthly task with software — and a recurring penalty generator without it.

If you contract through your own limited company, IR35 asks whether you'd be an employee without it. For medium and large clients, the status decision is theirs; for small clients, it's still yours — and getting it wrong in either direction costs money.

Payments on account catch people out because the first year effectively bills you one-and-a-half years of tax at once. Knowing that in advance changes how you save through the year — and if profits fall, we can apply to reduce the July payment rather than lending HMRC money interest-free.

People stay with the wrong accountant for years because switching feels disruptive. In practice the profession has a standard handover process — clearance letters, copies of prior returns and working papers — and the new firm drives it, not you.

New companies often have a long first accounting period, which can mean two corporation tax returns for one set of accounts. It's normal, but it's exactly the kind of thing that's cheaper to get right first time than to unpick.