Keystone

Business Brain

Business Brain

Cardrona Build Co Ltd — Construction & Trade Services, Wānaka, Queenstown-Lakes, NZ. Every data source in one brain, then ask plain-English questions answered from the numbers.

Sample financials

How this works

Xero data flows through a real-Xero-shaped adapter into computed IOD-framework metrics, scored 0–100 against NZ Construction & Trade Services benchmarks (NZ IOD Framework + Stats NZ AES). The “Ask your business” box answers from those exact figures — live Claude when a key is set, deterministic commentary otherwise.

Connected sources

Plug data in, ask in plain English

Xero

Accounting (sample)

Connected

Email

Invoices & statements

SharePoint

Contracts & docs

Banking

Live cash feeds

Revenue (FY26)
$5,740,000
+12.1% on FY25
Net profit
$778,000
$2,485,000 gross
Cash on hand
$242,000
bank balance at year end
Owed to us
$689,000
$451,000 owed by us

Overall financial health

Weighted across the four pillars

78out of 100Healthy
Profitability40%
80/100

Are we making money?

Asset Efficiency25%
83/100

How quickly do we turn work into cash?

Liquidity20%
65/100

Is there enough cash to meet obligations?

Leverage & Returns15%
83/100

Is the funding mix safe and rewarding owners?

Scores blend Profitability (40%), Asset Efficiency (25%), Liquidity (20%) and Leverage & Returns (15%), using the NZ Institute of Directors framework. Lower scores flag where to focus.

Revenue & margin trend

Monthly revenue with gross and net margin %

Cash position

Bank balance across the financial year

Profitability

Are we making money?

Operating Profit Margin16.20%

Trades carry a high labour component; 12%+ operating margin is strong.

Gross Profit Margin43.29%

Materials are a major cost; 50%+ gross margin indicates good markup and job pricing.

Profit per Employee$66,429

Skilled tradies should generate strong per-head profit.

Break-Even Sales Surplus$2,148,169

Percentage that revenue sits above the break-even threshold; higher is safer.

Asset Efficiency

How quickly do we turn work into cash?

Debtor Days41 days

Commercial clients often pay slowly; under 35 days protects cash flow.

Inventory Days16 days

Parts and materials should not sit long; lower days is leaner.

Creditor Days33 days

Supplier terms; balanced discipline against debtor days matters.

Fixed Asset Utilisation7.16x

Vehicles and plant should turn strong revenue per dollar invested.

Liquidity

Is there enough cash to meet obligations?

Current Ratio1.78:1

Optimal 1.5-2.5; below 1.0 is distress, above 4.0 is idle assets.

Quick Ratio1.56:1

Acid test; 1.0+ means liquid assets cover short-term obligations.

Operating Cashflow Ratio0.10:1

Cash from operations vs current liabilities.

Leverage & Returns

Is the funding mix safe and rewarding owners?

Interest Cover1.42x

Min 2x serviceability; trades often carry vehicle/equipment loans.

Debt Ratio20.81%

Total debt / total assets; equipment financing is common.

Return on Capital Employed70.14%

Return on capital employed; must exceed the cost of capital.

Equity Growth Rate15.19%

Year-on-year growth of owner equity.

Owner Time Return$325/hour

Dollar-per-hour return on owner time invested.

Aged receivables

What customers owe, by how overdue it is

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