Accountants in Pearson's Green

Receipts win arguments. HMRC doesn't demand a shoebox of paper any more — photos in an app are fine — but every deduction needs evidence behind it. A ten-minute weekly habit beats a January archaeology dig, every time.

Dividends can only be paid from accumulated profits, and paperwork matters: board minutes and dividend vouchers, dated correctly. "Illegal dividends" isn't dramatic language — overdrawn payments can be reclassified, with tax consequences, if the profits weren't there.

A limited company juggles two regulators: Companies House wants accounts within nine months of year end, HMRC wants corporation tax paid at nine months and a day. Same starting point, different documents — and late filing penalties at Companies House escalate automatically and are rarely cancelled.

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 Pearson's Green — is decoration.

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.

Selling a rental property triggers capital gains tax with a tight reporting window — UK residential sales must be reported and the tax paid within 60 days of completion. It's one of the easiest deadlines in the whole system to miss, and one of the most penalised.

Changing accountant mid-year is routine: you authorise the new firm, we write a professional clearance letter to the old one, records transfer, and HMRC authorisation moves online. Clients are usually surprised the whole thing needs almost nothing from them.

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.