Revenue, by who owes it
Sales and finance argue about revenue because they read different systems. This report cuts May’s 61 customer invoices by account and closes on 9,470,000.00, the exact revenue the trial balance proves, with concentration in plain sight.
◆ May billing, by customerfive rows, 61 invoices, one tied total.
| Customer | Invoices | May billing |
|---|---|---|
| NorthCo | 9 | 3,120,000.00 |
| MeridianCo | 8 | 2,485,000.00 |
| HarborCo | 7 | 1,940,000.00 |
| CrestCo | 5 | 1,150,000.00 |
| Fourteen smaller accounts | 32 | 775,000.00 |
| May billing | 61 | 9,470,000.00 |
The total is the revenue credit and receivables debit the trial balance proves, and the 61 invoices are the customer pipe on the journal source partition. Two customers are a third of the billing, which is the concentration finding this cut exists to keep visible. Sample values are illustrative, never client data.
◆ Why the tie matterssales numbers finance can sign.
Sales talks bookings; finance closes billing. When the customer cut comes off the same landed lines as the ledger, the account review and the revenue close read one number, and concentration risk is a standing fact instead of a quarterly surprise.
◆ The owned answerone fact, every cut.
Invoice lines land with customer, account, and worktags on the customer star, so billing by customer, by offering, or by region is the same grouping with a different key, each closing on the ledger’s number.
- AR
- Accounts receivable, the money customers owe.
- billing cut
- Invoice lines grouped by customer, offering, or tag.
- concentration
- Few customers carrying much of the billing; a standing fact here.
- bookings vs billing
- The sales promise versus the invoiced reality.