Reading Your Business Numbers: From Transaction to Decision
Most owners know two numbers: the bank balance and the month’s sales. Neither tells them anything they can decide with — and a profitable business still goes broke.
$109Subscription — one-time, lifetime access
01 — Overview
Overview
The rule the whole course rests on: any number that does not change a decision is entertainment. The bank balance tells you where you are, not where you are going; sales tell you that you are busy, not that being busy is profitable.
The hardest part is not the arithmetic — it is the difference between profit and cash. A profitable business goes broke, it happens often, and it happens for a nameable cause you can diagnose in half an hour once you know which of four items is swallowing your cash.
It is not an accounting course and it does not make you an accountant. I am an engineer, not an accountant: accounting treatment, tax, preparing statements and the full cost of an employment obligation all go to yours. What this teaches is to read your own numbers and decide with them.
02 — What you will learn
What you will learn
The four questions you must be able to answer without opening anything
Why profit is not cash — and the four items that create the gap, including your own drawings
A half-hour reconciliation that names where your cash actually went
The margin: computing it per product, and the shipping, discounts and shrinkage that quietly erase it
Break-even monthly and daily — and computing the effect of any new fixed cost before you commit
A thirteen-week cash forecast that shows a shortfall six weeks before it arrives
Which customers and products actually carry your business — and the cost that appears on no invoice
Four decisions taken by arithmetic: hiring, buying versus renting, price versus cost, and taking the work
03 — The lessons
The lessons
- The Number You Look At — and the One You Should
- Profit Is Not Cash: Why a Profitable Business Goes Broke
- The Margin: The Most Useful Number You Have
- Break-Even: How Much Must I Sell?
- The Thirteen-Week Cash Forecast
- Where Your Profit Actually Comes From
- Four Decisions Made with Numbers
- The Capstone: Your Monthly Dashboard and the Audit
04 — What you get
What you get
8 interactive lessons in short sections
~4 hours including hands-on tasks
A 32-question audit + a ninety-day plan
No accounting system needed — a simple sheet is enough
05 — How subscribing works
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06 — Questions, answered
Questions, answered
Do I need an accounting system to take it?
No, and lesson one says plainly not to buy one for the sake of this course. You need four things: your sales for the last twelve months, your expenses for the same period, your bank statement, and a list of who owes you and who you owe. If those are in a simple sheet that is enough. And if they were never gathered at all, gathering them is your first task — everything after assumes it.
Will it raise my sales?
No, and the course refuses to promise that twice — in lesson one and again in the closing. Numbers do not create demand. What they do is stop you growing while losing, and let you find the problem in six weeks rather than six months. Lesson one also names the case where the course genuinely does not concern you: if your problem is that sales are few to begin with, the problem is the offer or the market, and you will read correct numbers about a business that is not growing.
Does it replace my accountant?
The opposite: it is written to make that relationship useful. I am an engineer, not an accountant, and the course does not rule on accounting treatment, tax, preparing statements, the full cost of an employment obligation, or the treatment of buying versus renting — every one of those is sent to your accountant by name, in the lesson where it arises. And if your accountant already gives you these numbers monthly and explains them and you decide with them, lesson one tells you your problem is not here.
How is it different from the Excel course?
That course teaches you to build the sheet; this one teaches you what to compute in it and what to do with the answer. Lesson one draws the boundaries explicitly: building sheets is "Excel for Business", choosing a system is "From Excel to an Accounting System", collection is "Getting Paid" — whose results lesson five uses — and inventory and its cost is the "Inventory" book. Nothing is repeated across them.
Will you use your own figures as examples?
Not one. Lesson one states it and a test on the text enforces it: no figure of mine appears anywhere, and every example is by method rather than by amount. Numbers belong to each business alone, and the method belongs to nobody. You bring your own figures — the course brings the arithmetic.
How do I pay and get access?
There is no online payment on this site. Send the request form, I contact you personally, we arrange payment (cash or local transfer), then you get a one-time activation code for one device with lifetime access.
07 — Send your request
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