Prospera MundiTechnology
Tools are evidence, not decoration
Almost every accounting firm now calls itself digital. We prefer to show which systems we actually use and what they change for the client — because technology is part of our operating model, not a marketing category.
Minimax — your books, your access
We keep client books in Minimax, the same environment in which you can issue invoices, receive and approve e-invoices and see the underlying documents.
Invoices and e-invoices
A consistent workflow prepared for Fiscalisation 2.0, without generating invoices in disconnected documents.
One document archive
Source documents remain available in the accounting workflow instead of moving through binders, private inboxes and USB drives.
Automatic bank flow
Where supported and agreed, statements reach the process automatically so routine processing does not depend on manual forwarding.
From 1 January 2026, the Croatian fiscalisation and e-invoice framework expanded to additional transactions and entities. The working system must support the applicable obligation.
Our own CRM — deadlines do not live in someone's memory
Deadlines are tracked
VAT, JOPPD, PO-SD, payroll and client-specific recurring tasks are held in a system, not on a wall calendar.
History in one place
What was agreed, sent, received and still awaited can be found without reconstructing a case from several mail threads.
Built around our process
The CRM follows the way our team actually works with clients, including responsibilities, checks and hand-offs.
Management reporting
AI-assisted business analysis — numbers that explain what is changing
Our monthly report goes beyond “see attached trial balance”. It combines revenue, costs, liquidity and trends with an explanation of what they mean for your decisions. The format is adapted to the activity because a construction company, clinic and IT business do not need the same indicators.
We agree the depth and format according to the size of the company and the information management actually needs. The complete example below uses fictional amounts and a fictional business scenario.
Quarterly average €72,900 · this month 6% below
The decline appears seasonal and is not an alarm by itself. The relevant issue is that fixed costs did not fall with revenue.
Quarter · ▲ 11% in three months · share of revenue 31% → 36%
Rent, administration payroll, utilities and software have increased for a third consecutive month while revenue has fallen. The mismatch is difficult to see in a trial balance but immediately visible here.
Quarterly average 22%
Prices were not reduced. The unchanged fixed-cost structure is consuming margin at lower turnover, so the first question is cost structure rather than sales volume at any price.
Quarter · average collection period 39 → 47 days
The two largest customers are overdue. More than half of one month's revenue is currently tied up with customers instead of financing the business.
Quarter · fixed-cost coverage 28 → 16 days
The current balance covers about 16 days of fixed cost, compared with a 28-day quarterly average. This is why the report is read every month, not at year-end.
06 · Fixed-cost structure — €24,700
Three categories make up 85% of the fixed cost. Review begins with premises, leases and payroll structure, not office paper.
07 · Revenue by customer — €68,400
Two customers generate 58% of revenue and are also the two that pay late. Concentration alone is not necessarily the risk; concentration combined with delay is.
08 · Receivables ageing — €41,200
One fifth of receivables is more than 30 days overdue: €8,500 held by two customers. That turns a general “collection issue” into a concrete action list.
09 · Gross margin — last six months
Six months and six steps lower. At this turnover, a decline of six percentage points means roughly €4,100 less per month available to cover fixed costs.
10 · Operating cash flow — collected less paid
The direction has weakened for six months and moved below zero in July. One negative month is not the whole story; the continuing direction is the management signal.
11 · Fixed-cost coverage — days of cash reserve
A reserve built up to 30 days by June has fallen to 16 days in two months. This graph prevents a good bank balance from hiding a deteriorating monthly trend.
Reporting in the principal's format
For Croatian subsidiaries and branches, the monthly package can be mapped to the group chart of accounts, the principal's template, language and reporting calendar. Where a spreadsheet is not sufficient, we can separately design data exchange with the group's ERP and other business systems.
Group reporting and integrations in detail →Confidentiality and access
Who sees the data
Only the team working on the client's records, with named access based on the task.
Where it lives
In the systems used to process it, such as Minimax and our CRM — not in personal mailboxes or removable media.
Retention
Accounting records are retained for the periods required by the applicable rules. See our privacy information.
Would this way of working fit your company?
In a free 15–30 minute qualification call, we can show which parts apply to your scale and which would be unnecessary.
Request an assessment