But they *do* need one before “we’ll sort it later” turns into a mess you’re trying to fix mid-delivery.

After 20+ years around film, TV and commercial production, I’ve noticed the same pattern: teams bring an accountant in when the pain becomes obvious… not when the risk quietly starts building.

So here’s a grounded way to think about when you actually need an accountant (not a spreadsheet buddy, not a last-minute tax firefighter — a proper partner).

You probably *don’t* need an accountant yet if:

You’re doing the odd small job, cash in/cash out is simple, and you can clearly see what you’ve earned, what you’ve spent, and what you’ve set aside for tax.

You’ve got time to stay on top of admin, and nothing is riding on your numbers being “board-ready”.

But you *do* need an accountant when any of these show up:

1) The work stops being “one job at a time”

You’re juggling overlapping productions, multiple clients, retainers, or different revenue streams. That’s when it gets hard to answer basic questions like:

“Are we actually making money?”

“Which jobs are profitable?”

“What can we safely pay ourselves?”

2) You’re hiring people (or using freelancers regularly)

Once you’ve got crew, editors, producers, runners, assistants — even if they’re freelance — the admin multiplies. Contracts, invoices, payment timing, and keeping records clean starts to matter more than people expect.

3) Cashflow becomes the real stress, not the workload

The company can look “busy” but still feel constantly behind. Late client payments, deposits, VAT, payroll, software subscriptions… it all stacks up. A good accountant helps you build a rhythm so you’re not guessing every month.

4) VAT is on the horizon (or already a headache)

VAT is one of those things that’s easy to ignore until it suddenly isn’t. If you’re close to the threshold, pricing and invoicing decisions now can save a lot of pain later.

5) You want to grow without losing control

The shift from “founder does everything” to “we’re a proper company” is where systems matter. Not corporate systems — practical ones. Clear numbers. Simple reporting. Decisions you can stand behind.

The real value isn’t the year-end accounts.

It’s having someone who understands production realities — unpredictable schedules, stop-start income, client pressure, last-minute changes — and can help you stay calm and clear-headed with the money side.

If you’re running a production company and you’re not sure whether you’re at the “we’re fine” stage or the “we should tighten this up” stage, I’m happy to talk it through.

And I’m curious: what’s the moment you realised you needed more support on the finance side — growth, stress, a surprise bill, or something else?