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Fuller Spurling - Chartered Accountants

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Fuller Spurling - Chartered Accountants

ICAEW Chartered Accountants | 700+ clients

Fractional FD for growing owner-managed businesses - strategic growth, not just year-end accounts.

Senior advisers alongside you, not a once-a-year accountant.

📩 Message our page to see how we can help. Fuller Spurling is an ICAEW Chartered Accountancy firm with over 25 years of experience and 700+ clients served across the UK. We specialise in working with owner-managed businesses that need more than a once-a-year accountant. Our core service is a fractional and outsourced Finance Director pa

rtnership: a senior adviser alongside you, providing the strategic financial leadership that growing businesses need but rarely have in place. Most owner-managed businesses reach a point where the numbers are technically correct but not actually useful. Management accounts arrive late. Margins are unclear. Cash flow feels reactive. Pricing decisions are made on instinct rather than data. That is the gap we close. We work with owner-managed businesses across all industries, with particular experience in property development, construction, professional services, creative and digital agencies, and recurring contract services - sectors where financial complexity is high and the cost of poor financial decision-making is significant. Our approach is proactive, not reactive. We act as the senior financial partner in your business: joined-up advice, clear management information, and the strategic clarity to help you make better decisions, faster. If you are an established business owner who needs a trusted adviser in the seat next to you - not just someone to file your year-end accounts - we would like to speak with you.

📩 Message our page to see how we can help.

02/06/2026

We work with owner-managed businesses turning over £1M to £10M across Surrey, London and the Home Counties.

Businesses that are operationally strong but know their financial infrastructure has not kept pace with their ambition.

Here is what working with us looks like.

We start with a diagnostic, looking at your management accounts, your reporting, your cash flow, your margins and we tell you what is working, what is not, and what needs to change first.

From there, we build the financial visibility your business needs to make better decisions. That means management accounts that arrive on time and mean something. A rolling cash flow forecast so you stop reacting and start planning. Margin and pricing analysis so you know which work makes money and which does not.

If any of this sounds like the conversation you have been meaning to have, the link is in our bio.

Book a free 45-minute consultation.

28/05/2026

We Are Fuller Spurling.

Chartered Accountants and strategic financial partners.

For 50 years, owner-managed businesses across Surrey, London and the Home Counties have trusted us to help them make sense of their numbers.

We started in 1976 and since then, we have worked with hundreds of businesses - from startups finding their feet to established companies turning over £10M and planning their exit.

If your business turns over more than £1M and you have ever thought "I know the numbers should be telling me more than they are" - that is exactly the conversation we want to have.

Link in bio to book a free 45-minute consultation.

26/05/2026

Your annual accountant is doing their job. Returns filed, compliance managed, deadlines met.

But there's a set of numbers that compliance accounting was never designed to produce. And without them, decisions that should be data-led are still being made on instinct.

This isn't a criticism of your accountant. It's a description of the gap between what compliance delivers and what a commercially-run business at £3M-£10M needs.

Swipe to see the six numbers a strategic finance partnership produces that your annual accounts never will.

Chartered Accountants | Since 1976 | Surrey

21/05/2026

Most business owners prepare for a sale by getting their paperwork together. Tidy up the accounts, pull the contracts, brief the solicitor.

What they don't prepare for is the financial scrutiny that happens before any of that. Due diligence tests whether the numbers hold up. Not just whether they exist.

Add-backs that can't be evidenced. Inconsistencies between years. Owner costs running through the business that aren't clearly documented. Each one creates a question. Questions become negotiations. Negotiations become price reductions.

The businesses that sell at the price they expected are the ones that prepared years in advance, not weeks before completion.

Swipe to see what years-in-advance preparation looks like in practice.
Chartered Accountants | Since 1976 | Surrey

19/05/2026

Loyal clients who come back year after year feel like recurring revenue. In operational terms, they might as well be.

But in valuation terms, they are not the same thing. Not even close.

This distinction sits in the background unnoticed - until a sale process begins. At that point, buyers point it out immediately. And the difference can be worth hundreds of thousands of pounds in the final number.

Swipe to understand the distinction and why it matters now, not just when you decide to sell.

Chartered Accountants | Since 1976 | Surrey

14/05/2026

Most business owners planning an exit focus on the same thing. Revenue. How much the business turns over, how consistently, and whether it's growing.

Buyers don't think that way. They think about risk. And the single biggest risk in most owner-managed businesses at £3M-£10M is one that rarely gets addressed until it's too late.

The business runs because of the owner. The relationships, the decisions, the institutional knowledge. It all sits with one person.

That dependency doesn't just create operational risk. It directly reduces the multiple a buyer is prepared to pay.

Swipe to see how owner dependency affects your valuation - and what to do about it before you're in a sale process.

Chartered Accountants | Since 1976 | Surrey

12/05/2026

Most owner-managers of £3M-£10M businesses pay themselves the same way they always have. A modest salary. The rest in dividends. It's tax-efficient, the accountant set it up years ago, and nobody has suggested changing it.

When NIC rose to 15% in April 2025 and the threshold dropped to £5,000, most accountants didn't go back and re-run the numbers on existing owner-manager clients. A year on, that means most current structures are still optimised against rules that no longer apply.

For most owner-managers, the difference between the right structure and the default one is measurable in thousands of pounds per year.

Swipe to see what changed and what a properly reviewed remuneration structure looks like.

Chartered Accountants | Since 1976 | Surrey

General guidance only and not personal tax advice. Your specific circumstances should be reviewed with a Chartered Accountant before any changes are made.

23/04/2026

Most businesses we work with aren't losing money obviously. They're losing it quietly.

Margin leakage doesn't announce itself. It accumulates slowly - in pricing decisions made without cost data, in scope that expands without rate adjustments, in overhead that grows while fees stay flat.

By the time it shows up at year-end, months of revenue have already passed through the business at the wrong margin.

Swipe to see the four places margin leakage is most likely hiding in your business.

Chartered Accountants | Since 1976 | Serving Surrey and London.

20/04/2026

The owners who achieve the best exits don't start preparing when they decide to sell.

They start 3-5 years before.

By the time a buyer is in the room, the financial infrastructure is already clean, the margins are already visible, and the narrative is already built. Due diligence doesn't surface surprises because there aren't any.

That window - the years before the exit conversation starts - is where the multiple is won or lost.

Swipe to see what exit-ready financial infrastructure actually looks like.

Chartered Accountants | Since 1976 | Serving Surrey and London.

13/04/2026

"I didn't see that coming."

It's one of the most expensive sentences in business. A VAT quarter that wipes out reserves. A late payer that throws the whole month off. A tax bill that lands at exactly the wrong time.

None of these are unforeseeable. They feel like surprises because the forecasting infrastructure isn't there.

A 13-week rolling cashflow forecast doesn't eliminate risk. It eliminates the surprise. And the difference between those two things is significant.

Chartered Accountants | Since 1976 | Serving Surrey and London.

Address

Mill House, 58 Guiildford Street
Chertsey
KT169BE

Opening Hours

Monday	9am - 5:30pm
Tuesday	9am - 5:30pm
Wednesday	9am - 5:30pm
Thursday	9am - 5:30pm
Friday	9am - 5:30pm

Website

http://www.fuller-spurling.co.uk/

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