Each month shows $ and its % of that month's revenue (the % view is the anomaly-detection lens). Revenue is split by processor β Gingr (boarding/daycare, JanβApr), MyTime/TransFirst (grooming, AprβMay), Cash/Check, Wix.
Balance Sheet as of May 31, 2026
Account
Balance
ASSETS β Current
Cash β Operating (Chase)
$19,144
Cash β Savings / Reserve
to fill
Accounts Receivable
to fill
Inventory β Retail
to fill
Prepaid Expenses
to fill
Total Current Assets
$19,144
ASSETS β Long-Term
Business Acquisition β Purchase Price
$185,000
Grooming Equipment
to fill
Leasehold Improvements
to fill
Less: Accumulated Depreciation
to fill
Total Long-Term Assets (Net)
$185,000
TOTAL ASSETS
$204,144
LIABILITIES β Current
Accounts Payable
to fill
Credit Card β Capital One
to fill
Credit Card β Amazon
to fill
Credit Card β Amex (Ahmed)
to fill
Sales Tax Payable
to fill
Total Current Liabilities
$0
LIABILITIES β Long-Term
Long-Term Debt β EECU Acquisition Loan
to fill
Loan Payable β Vortex/Dora
$5,373
Loan Payable β Ahmed
$15,344
Total Long-Term Liabilities
$20,716
TOTAL LIABILITIES
$20,716
EQUITY
Member Capital β Vortex (Dora)
$116,470
Member Capital β Ghaffari Holdings
$80,872
TOTAL EQUITY
$197,342
TOTAL LIABILITIES & EQUITY
$218,059
CHECK: Assets = Liabilities + Equity
β οΈ β OUT OF BALANCE by $13,914
Memo β Short-Term Owner Loan (Linda)
Loan from Linda β shop
$7,000
Repayment to Linda (a few days later)
$-7,000
Cash ($19,144, confirmed), the $185k purchase, and member equity are wired. π‘ items await inputs (card & EECU loan balances, inventory, AR) β the sheet ties out once those are in (A3). The $7,000 owner loan washes to $0.
β οΈ Does it balance? NO β out by $13,914. Total Assets $204,144 vs Liabilities + Equity $218,058 (partner loans now booked: Ahmed $15,344 + Dora $5,373). Liabilities still read near $0 because these aren't entered yet. To tie Assets = Liabilities + Equity, I need: EECU acquisition loan balance Β· Capital One / Amazon / Amex card balances Β· Sales Tax Payable Β· Accounts Payable Β· and any asset balances (inventory, A/R, equipment, savings). Also the opening capital structure β how much of each member's $92,500 buy-in was cash (equity) vs financed (the EECU/Dora loans) β since the opening equity currently treats the full $185k purchase as equity. Send those and it ties.
Owner Cash Trace β where the ~$30k went
Net income was +$47,940, but cash grew only $1,779 (Dec-31 $17,365 β May-31 $19,144). The difference left as owner distributions β draws don't hit the P&L.
EECU payments are now booked as repayment of her $9k loan β not a draw
Total distributions
$25,898
+ ~$7,283 loan repayments (Amex+EECU) = ~$33k owner cash out
β Dora's $9,000 is pure DEBT β Loan Payable, like the Amex. It sits in the liability section, was never equity, and is not a draw. Contributions IN this year = just Linda's $2,300, so the owners took out ~$27k more than they put in.
β οΈ Pending owner confirmation (NOT final):(1) Ahmed's Amex $3,656 β currently shop-debt paydown; if it's Ahmed's draw, his total rises to ~$14,370. (2) Dora's EECU $3,627 β her distribution (paying her card) or repayment of her $9k loan? These two lines are flagged until you confirm.
Cash vs Card Captures β processor fees
Processor
Gross captures
β Commission
Net deposited
TSYS/TransFirst (MyTime)
$61,491
$506
$60,985
Gingr (boarding + early grooming)
need payout rpt
netted
$148,880
Cash / Check
$5,434
β
$5,434
Wix
$318
β
$318
Total banked
$215,617
β οΈ Processor commissions are mostly invisible. TSYS shows only $506 (0.8%) of fees β far below the usual 2.5β3%, so the rest is being netted into the deposits (Gingr deposits are net too). Estimated card commissions β $5,300 that aren't booked as an expense. Grossing up makes Revenue rise to gross captures and adds a Payment-Processing-Fees expense (~$5,300) β net income barely moves, but both lines become correct. Needs the MyTime/TransFirst + Gingr payout/settlement reports (gross, fees, net) to finalize β the service-revenue exports we have aren't settlement reports.
Distributions by Partner
Entity / Partner
Own %
YTD Draws
% of Draws
Ghaffari Holdings LLC
50%
$25,898
100%
Linda Ghaffari
25%
$15,184
59%
Ahmed Ghaffari
25%
$10,714
41%
Vortex LLC (Dora)
50%
$0
0%
Total distributions
$29,525
100%
β οΈ Draws are wildly disproportionate to ownership: Vortex owns 50% but took only 12%; Ghaffari owns 50% but took 88%. Dora is heavily under-drawn β owed a large catch-up before draws are proportional (or Ghaffari's draws are advances). Within Ghaffari, Linda (25%) took 51%, Ahmed (25%) took 36%.
β³ Conditional (pending your confirmation β not in totals): Ahmed's Amex $3,656 (if his draw β Ahmed ~$14,370) Β· Dora's EECU $3,627 (if it repays her $9k loan β her draw is $0 and the loan drops to $5,373). The $9,000 itself is debt (Loan Payable to Vortex/Dora), like the Amex β never equity, never a draw.
Variable vs Fixed
Variable costs (scale w/ volume)
$95.0k
45% of revenue Β· commissions + shampoos + glam
Fixed / overhead
$69.3k
33% of revenue Β· rent, admin, software, etc.
Contribution margin
55%
each $1 of sales yields $0.55 after variable cost
Commission Audit β grooming revenue is understated
Smoking gun: groomer commission runs ~48% of grooming revenue. Booked commission (incl. Linda's $11,502 now added) = $61,510 β implies ~$128,000 of grooming revenue. But the split only labels $60,985 as grooming (MyTime, $0 in JanβMar). So ~$67,000 of grooming is mislabeled as boarding inside the Gingr bucket (JanβMar deposits ran through Gingr before the MyTime switch).
Bank cross-check (Linda's source β all commission flows via Zelle/Cash App): Julia $34,302 Β· Des $27,029 Β· Deon $225 Β· CayCay $145 Β· Kimberly $110 = $61,811 gross; minus the groomer share of tips β booked $50,007; + Linda $11,502 (from MyTime) = $61,510. The named groomers fully reconcile. β οΈ But the bathers also groom β MyTime shows Casey ~$20k, Kaileigh ~$8k, Mia ~$6k, Silvia ~$5k of grooming revenue, so ~$19k of grooming commission may be sitting in the Bather line β which would push grooming revenue even higher (~$167k). Can't split the lump Zelle payments cleanly β needs the POS export.
Commission read two ways: 28.5% of total revenue (looks low β wrong lens) Β· 101% of the currently-labeled grooming (absurd β proves the label is wrong) Β· 48% of implied grooming (correct). The definitive grooming-vs-boarding split needs the MyTime + Gingr sales-by-category export (JanβMay, A1) β that finalizes it and likely moves total revenue (and net income) up.
Bridge β her $15,275 β our $47,940
The gap is reclasses you approved β not 2025 over-coding. Only $356 of truly Dec-2025 cost was excluded (plus $1,311 of June-2026, which is after the period). January payroll is 100% in 2026 (the December accrual is still staged, not yet pulled out β so if anything 2026 is understated, not inflated).
Her January sample P&L
$15,275
+ Tips removed from labor (confirmed not in revenue)
+$18,491
+ Admin labor β Owner distribution (Linda)
+$10,000
β Amex charges β temporary placeholder added
β$3,656
+ Amazon/Walmart 50% owner carve-out + Amazon card-pmt off supplies
Update: the $3,893 "returned ACH" is now confirmed a Dec-2025 returned deposit, removed from 2026 entirely (it folds into the 2025 reconciliation), bringing net from $51,833 to $47,940. Approve or flag each line. β οΈ Open the other direction too: revenue here is bank-deposit based (~$216k); your MyTime POS shows more grooming revenue through May β reconciling that would raise revenue (and net income) further.
Analysis β what's out of line
π’
Strength
TIPS PASS-THROUGH (resolved): $18,491 of customer tips removed from Direct Labor. Linda confirms tips were NEVER booked in revenue β so this is a clean, REAL net-income increase of $18,491 (no offsetting tip income to remove). Sales tax likewise is not in revenue (revenue is net; WebFile remittances sit in Sales Tax Payable). Tie-out note for the accountant: if the Gingr/MyTime/TransFirst DEPOSITS included tips+tax at gross, the deposit total should reconcile to revenue + tips + tax.
π΄
High
Jan: Operating loss of $9,898 β driven by front-loaded admin reimbursement, legal & misc costs that month.
π΄
High
Total labor is 56% of revenue β well above the <40% benchmark. Note this includes $5,019 of owner "admin reimbursement"; reclassifying that would materially change the picture.
π
Watch
Supplies are only 2.9% of revenue (benchmark 8β12%). Partly because 50% of Amazon/Walmart was carved out to owner distribution β true shop-supply spend may be understated here.
π’
Strength
Rent is a lean 6.6% of revenue (benchmark 15β25% incl. utilities) β a structural advantage.
π
Watch
Gross margin swings from 34% to 59% month-to-month β mostly the Jan admin/legal load and revenue timing across the GingrβMyTime switch.
Industry Benchmarks
Metric
Bark & Purr
Industry
Status
Reference
Gross Margin %
53.6%
55β65%
βΌ Below range
Target ~60% of revenue as gross profit (brief: Moderate confidence).
Net Margin %
22.6%
10β20%
β² Above range
Typical 10β20%; established 30β40% (brief: THIN β orientation only).
Total Labor % of revenue
56.2%
25β40%
β² Above range
Keep <40%; premium 25β35%; small shops run 45β55% (brief: Moderate).
Supplies % of revenue
2.9%
8β12%
βΌ Below range
Grooming supplies typically 8β12% of revenue (web: BusinessDojo).
Rent % of revenue
6.6%
8β15%
βΌ Below range
Rent+utilities run 15β25%; rent alone ~8β15% (web).
Marketing % of revenue
2.5%
3β8%
βΌ Below range
Marketing/advertising 3β8% of revenue (web).
Benchmarks are an orientation, not a target to defend β margin/labor figures are wide-spread blog/advisory estimates (per the team's benchmark brief). The shop's own numbers are the real signal.
Sales Mix by Service β awaiting POS export
Pending (A1): Revenue by service line β Full Grooms vs Tidy Trio vs Bathing packages vs Boarding β can't be split from bank deposits. It lives in the MyTime / Gingr "sales by category" export (April 1βMay 31, with dates). Send it and this section fills automatically with the % mix.
Prior-Year Comparison β structure ready
Metric
2026 YTD
2025 YTD
Ξ vs PY
Revenue
$212,230
β
β
Gross Profit
$113,846
β
β
Net Income
$47,940
β
β
Pending: 2025 same-period figures β send them and these columns populate with year-over-year deltas.
Payroll Accrual β Dec 2025 β structure ready, awaiting %
Pending (Linda's %): Payroll is bi-weekly, paid in arrears β the 1/2/26 run ($4,138.58) pays a period that ended in December 2025, so part of January's labor is really a 2025 cost. The mechanism is built (see the Payroll Accrual tab in the workbook): enter the % that belongs to Dec 2025 and it moves out of January 2026 labor into a 2025 accrued expense/liability β raising 2026 net income and feeding the prior-year build. At a 50% placeholder, ~$2,069 shifts to 2025, lifting YTD net income to ~$33.7k. Awaiting your %.
β Resolved β $7,000 short-term owner loan: Linda lent the shop $7,000 and was repaid days later. Booked as a balance-sheet loan in + loan out β washes to $0, no P&L impact. The Jan cash that looked like a distribution was loan repayment, so $7,000 is removed from her distribution total.
β οΈ Amex β temporary placeholder: The Amex payment total ($3,656.50, $731.30/mo) is booked as a placeholder in Other Expense so the P&L isn't understated. It's a proxy for the missing charges β when Linda sends the American Express statement, the placeholder is replaced with the itemized real charges (no double-count).
β Confirmed (audited): Vincent Soders is on the Cleaning line only ($2,752) β not double-counted in payroll. All credit-card payments are balance-sheet, not expenses: Capital One $7,786, Amazon $7,016, Amex $3,656 β none in the P&L.
Tips β Pass-Through
β Applied:$18,491 of customer tips (Jan $2,271 Β· Feb $2,669 Β· Mar $5,331 Β· Apr $4,639 Β· May $3,581) removed from Direct Labor β tips are pass-through customer money, not a shop cost. Gross margin rises to ~60%.
β Resolved (Linda confirmed): tips were never booked in revenue, so the $18,491 removal is a real net-income increase β there is no offsetting tip income to remove. Sales tax likewise is not in revenue (it sits in Sales Tax Payable). Accountant tie-out: if the card-processor deposits were gross, the deposit total should reconcile to revenue + tips + tax.
Admin-Labor Reclasses
β Applied (net-income-neutral): Front Desk now reflects the full desk cost β $918/wk (9h Γ $17 Γ 6 days) = $19,737 for JanβMay. Eli's pay ($10,887, via CASH APP*QUEER CUB) covers part; Linda's $8,850 of desk coverage moved out of Admin β Front Desk. Admin residual is now $16,521.
Pending your input (not booked): (A) confirm Queer Cub = Eli Β· (B) MyTime report of Linda's grooming β Admin β Groomer Commission Β· (C) the ~$7,000 β payroll accrual to Dec 2025, or an owner-distribution December accrual? Β· (D) β resolved β the $7k Jan amount was a short-term loan repayment, removed from distributions Β· (E) the tip total (remove from payroll). See the "Admin Reclass & Pending" tab.
β Swept & confirmed: every item below is OUT of operating expenses / payroll and sits on the Balance Sheet (or washes out). Fixed: a Returned ACH ($3,893) was wrongly in Misc Expense β moved out (Net Income +$3,893); the Amazon payment ($2,887.54) was moved out of Grooming Supplies. Plus the $7,000 owner loan (in + out = $0).
Category
Count
$ Out
$ In
Booked to
Sales tax remittances (WEBFILE)
5
$9,731
$0
Sales Tax Payable (liability β)
Credit-card payment β Capital One
16
$14,000
$21,786
Capital One liability β
Credit-card payment β Amazon
12
$3,821
$7,950
Amazon card liability β
Credit-card payment β Amex
5
$3,656
$0
Amex liability β (charges = placeholder)
Owner distribution β Ahmed
1
$10,714
$0
Equity: GhaffariβAhmed draw
Owner distribution β Linda
4
$1,224
$144
Equity: GhaffariβLinda draw
Owner contribution β Linda (in)
1
$0
$2,300
Equity: paid-in capital
EECU loan service (Dora)
5
$3,627
$0
LT debt β / Vortex draw
Returned / reversed ACH
1
$3,893
$0
Card liability (reversal) β NOT expense
Total non-P&L flows
$50,667
$32,181
This report organizes the books for ownership and your accountant β it is not a substitute for a CPA. The 50% Amazon/Walmart owner carve-out, the owner-admin labor line, and the 60% Amazon supply-split are Linda's allocations, flagged for professional confirmation.