43 Finance AI Agents, Live in Production.

Work through the auditor's request list before they arrive — what exists, what does not, and which items will turn into a finding rather than a question.

Check what we are actually being charged and paid against what the contract says — the uplifts nobody authorised, the discounts never applied, and the obligations quietly missed.

Rank financial control risks by what could go wrong undetected — driven by whether the control actually operates, not by how the risk register scores it.

Track every filing and regulatory obligation against its deadline — what is late, what is at risk, and which ones have no owner at all.

Assemble a regulatory return from the ledger and check every figure ties back — because a return that does not reconcile to the accounts is the one the regulator asks about.

Check transactions against the spend policy — the breaches, the approvals that were split to stay under a threshold, and the patterns a single-transaction check would never see.

Check the tax positions taken in a period against the policy — which are settled, which rest on a judgement nobody has written down, and which would not survive an enquiry.

Rank balance sheet accounts by how much could be wrong and nobody would notice — driven by reconciliation quality and manual-entry exposure, not by size alone.

Map a source system's accounts onto the group chart of accounts, and refuse to guess the ones that have no clean home rather than parking them in a suspense code.

Check the exchange rates loaded for the period against the source and the policy — the right rate type, the right date, and no gaps quietly filled with yesterday's number.

Check journal entries before they post — that they balance, that they carry a reason someone can audit, and that none of them is the kind of entry that only appears at period end.

Check what was recognised this period against what the contracts actually entitle us to recognise — and name the revenue that has been taken before the obligation was met.

Reconcile the trial balance against the prior period and the supporting schedules — separating movements that are explained from ones nobody has accounted for yet.

Find the invoices in a payment run that have already been paid — including the ones that arrived with a different number, a different date, or from a renamed supplier.

Three-way match an invoice against its purchase order and receipt. Every discrepancy is quantified, so an AP clerk can act without reopening the documents.

Check a supplier's bank change request against the record and against how invoice redirection fraud actually presents — before anyone updates a payment destination.

Work out who is actually right in a supplier billing dispute — what each side's evidence supports, what neither side has established, and what to settle at. Nothing is sent.

Read a supplier invoice, pull out the fields AP actually posts on, and say which of them the document genuinely supports rather than which ones a parser guessed.

Track capital projects against their approved case — spend, stage and the benefit that justified them, including the projects quietly costing more than the approval allowed.

Establish today's real cash position across every account and currency — what is actually available, what is committed, and what the balance figure is hiding.

Test a cash forecast against what actually happens — whether the receipts assumed are supported by payment history, and where the first shortfall lands if they are not.

Test every covenant against the actual numbers and the headroom left — because a covenant is breached on the test date whether or not anyone noticed.

Check the controls around who can move money — mandates, dual authorisation, and the signatories who should have been removed when they left.

Tell the suppliers whose payments were held why, and what happens next — without disclosing an internal control or promising a date nobody has agreed. Every draft is approved individually.

Check a payment run before it is released — which payments break policy, which lack the approval they need, and which should not leave the building today. Nothing is released.

Match a customer's remittance advice to the open invoices it is paying, and say plainly which lines it does not account for rather than forcing the total to balance.

Check benefits administration against the rules — auto-enrolment duties, eligibility applied consistently, and the deductions that stopped without anyone noticing.

Reconcile the payroll run to the ledger and the tax filing — that the three agree, and that what left the bank matches what the payslips said.

Audit a payroll run before it is approved for payment — the movements nobody explained, the duplicates, and the people being paid who should not be.

Apply incoming receipts to the right invoices, and leave on account what cannot be identified rather than allocating it to the oldest debt to clear the ledger.

Work out whether a customer's invoice dispute is right, what it is holding up, and whether the amount is worth the relationship. Nothing is sent.

Read a management pack the way its audience will — whether the numbers support the story told about them, and which decision the pack is meant to inform but does not.

Break revenue movement into its real drivers — price, volume, mix, new business and churn — so growth that is actually one customer or one price rise is visible as that.

Review a draft annual plan before it is signed off — whether the growth is built on named actions or on a percentage, and which assumptions the whole plan depends on.

Read a competitor's published results and work out what they actually say — the trend under the headline, what the disclosures imply, and which of our own plan assumptions the comparison challenges.

Match bank transactions to ledger entries and leave the genuinely unmatched genuinely unmatched — no forcing, no plugging the difference to make the reconciliation close.

Classify bank transactions to the right account and cash flow category from what the narrative actually supports — and route the ambiguous ones to a person instead of defaulting them to sundry.

Validate an insurance claim before it is submitted or paid — whether the cover applies, whether the documentation supports the amount, and what would cause the insurer to reject it.

Explain variance against budget by cause rather than by size — separating timing from overspend, and price from volume, so the explanations mean something.

Assess a prospective customer's credit before terms are offered — what the accounts show, what their payment behaviour shows, and what the limit should be if the two disagree.

Process expense claims for payment — what is ready, what is missing a receipt, and which claims have been waiting long enough that someone is out of pocket.

Check an expense report against your travel and expense policy, flagging what breaches it and what merely needs a receipt.

Review draft statements before they go out — that the primary statements tie to each other, the notes agree with the face, and the disclosures the numbers require are actually there.