Small Business Accounting Basics for Canadian Owners
- Targeted Accounting
- Bookkeeping
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Table of Contents
Why This Is Worth an Hour
You don’t need to know how to prepare financial statements. You do need to be able to read your own, because every significant decision you make — pricing, hiring, borrowing, expanding — depends on numbers you either understand or guess at.
Owners who can’t read their statements outsource judgement along with the bookkeeping. They discover problems at year end, when the options have narrowed, rather than in month three, when they were still cheap to fix. The material below is genuinely the whole of what an owner needs. (Formal statements for Canadian private companies follow Accounting Standards for Private Enterprises, but you don’t need the standards to read the numbers.)
Key Takeaways
- Profit is an opinion; cash is a fact. A profitable business can run out of money, and most that fail do exactly that.
- The CRA generally requires accrual accounting for business income. Cash basis is not an option for most Canadian businesses.
- The P&L covers a period; the balance sheet is a moment. Confusing the two is the most common misreading.
- A chart of accounts with 30 to 60 accounts beats one with two hundred, every time.
- Reviewing your statements monthly for twenty minutes is worth more than any single piece of tax planning.
Cash versus Accrual
Cash basis records revenue when money arrives and expenses when money leaves. It’s intuitive and it matches your bank account.
Accrual basis records revenue when it’s earned and expenses when they’re incurred, regardless of payment. Invoice a client in March and get paid in May, and accrual puts the revenue in March.
For Canadian tax purposes the choice is largely made for you: business income must generally be reported on an accrual basis. Farming and fishing businesses are the main exception permitted to use cash. Sole proprietors report on this basis on the T2125, covered in our Canadian sole proprietor tax guide. So while you may find cash-basis reports useful for managing your bank balance, your books and your return run on accrual.
This is also why your profit and your bank balance never agree, which is the single most common source of owner confusion. Accrual shows a $40,000 profit; the account holds $6,000; both are correct. The difference sits in receivables, inventory, loan principal repayments and equipment purchases — none of which appear where you’d expect on the P&L.
The Profit and Loss
Also called the income statement. It covers a period — a month, a quarter, a year — and answers one question: did the business make money over that time?
| Line | What it means |
|---|---|
| Revenue | What you earned, before any costs |
| Cost of goods sold | Costs that scale directly with sales — materials, direct labour, subcontractors on jobs |
| Gross profit | Revenue less COGS. The money available to run everything else |
| Operating expenses | Costs you carry regardless of sales — rent, admin salaries, software, insurance |
| Net profit | What’s left. This is the figure that flows to your tax return |
The line most owners underuse is gross profit. Net profit tells you whether last month worked; gross margin tells you whether the underlying business model works. A business with a 22% gross margin and rising sales is accelerating toward a problem, because every additional sale consumes cash before it contributes.
Read the P&L as percentages, not dollars, and compare to the same month last year rather than last month. Seasonality makes month-over-month comparisons misleading in most industries.
The Balance Sheet
The balance sheet is a moment, not a period — a photograph of what you own and owe on one specific date. It always balances, because of a single identity:
Assets = Liabilities + Equity
Assets are what the business owns: cash, accounts receivable, inventory, equipment. Liabilities are what it owes: accounts payable, credit cards, loans, sales tax and payroll remittances collected but not yet remitted. Equity is the remainder — what you’ve put in, plus accumulated profits, less what you’ve taken out.
Three things to look at every month:
Accounts receivable. Rising faster than revenue means you’re selling well and collecting badly. Age it — anything past 60 days needs a conversation, and anything past 90 usually needs a decision.
The sales tax and payroll liability accounts. These hold money that isn’t yours. If the balance is larger than your cash, you have already spent government money and the only question is when that surfaces.
Working capital — current assets minus current liabilities. Positive means you can meet the next twelve months’ obligations from what you have. Negative is a warning that deserves immediate attention, whatever the P&L says.
The Cash Flow Statement
The statement almost no small business owner looks at, and the one that explains the gap between profit and bank balance. It sorts every movement of cash into three categories.
Operating — cash generated or consumed by running the business. Over any reasonable period this should be positive. A business with growing profits and negative operating cash flow is funding its own growth out of borrowings, and that has a limit.
Investing — buying or selling long-term assets. Equipment purchases appear here, not on the P&L, which is why a year with heavy investment shows healthy profit and no money.
Financing — loans taken or repaid, capital contributed, dividends and draws. Loan principal repayment lives here; only the interest portion is an expense. Owners routinely forget this and wonder why a $3,000 monthly loan payment doesn’t reduce profit by $3,000.
If you read one thing beyond the P&L, make it operating cash flow.
The Chart of Accounts
The chart of accounts is the list of categories every transaction gets sorted into. It determines what your reports can tell you, and it is where most reporting problems actually originate. For corporations it also has to map to the CRA’s General Index of Financial Information (GIFI) at filing time.
The common failure is excess. A chart with two hundred accounts feels thorough and produces a report nobody reads, coded inconsistently because the person entering transactions can’t remember which of four similar accounts to use. Most small businesses are well served by 30 to 60 accounts.
Build it around decisions you actually make. If you’d never act differently based on separating “office supplies” from “printing”, they’re one account. If you would genuinely change suppliers based on knowing materials cost by category, split them. For dimensions you want to analyse across accounts — location, service line, project — use classes, tags or departments rather than multiplying accounts. Most platforms support this; see our guide to choosing accounting software for your Canadian business.
Set it up once, properly, and resist adding accounts casually. Every new account is a permanent decision that someone will have to make consistently for years.
Numbers Worth Watching
| Number | How to read it |
|---|---|
| Gross margin % | Gross profit ÷ revenue. Falling margin on rising sales is the earliest warning of a pricing or cost problem |
| Operating cash flow | Should be positive over a quarter. Persistent negatives need explaining |
| AR days | Receivables ÷ revenue × days. Compare to your stated payment terms; a large gap is a collections problem |
| Current ratio | Current assets ÷ current liabilities. Below 1 means short-term obligations exceed short-term resources |
| Break-even revenue | Fixed costs ÷ gross margin %. The number you must hit to cover overhead |
| Runway | Cash ÷ average monthly burn. Months of survival at the current rate |
Six numbers. None require a spreadsheet more complex than a napkin, and together they describe the health of almost any small business.
A Monthly Routine
Twenty minutes, once a month, after your books are closed.
- Confirm every bank and credit card account is reconciled to the statement balance. Nothing below this is reliable if this isn’t true.
- Read the P&L as percentages against the same month last year. Ask why about anything that moved more than a few points.
- Check gross margin. Falling margin gets investigated the same month, not at year end.
- Age the receivables. Make the calls.
- Check the sales tax and payroll liability balances against cash. Move the money if you haven’t.
- Look at operating cash flow for the quarter to date.
Owners who do this consistently find problems while they are small and reversible. Owners who don’t find the same problems eleven months later, in a meeting with their accountant, when the options are worse and more expensive.
Want Statements You Can Actually Use?
Our bookkeeping service closes your books monthly and restructures the chart of accounts if it needs it, and our financial reporting service walks you through the numbers that matter.
