We help management set measurable objectives, organise its processes and implement controls that provide reliable information for decision-making.
Reviewed by Controlaudit's audit team · Firm registered with the ROAC under no. S1604 · Updated 13 October 2026
Many companies grow faster than their organisation: information arrives late, each department works in its own way and management makes decisions with figures that do not add up. Our corporate strategy and control systems service brings order on three levels: what the company wants to achieve (strategy and objectives), how it is measured (management information and reporting) and how it ensures that things are done as decided (internal control and procedures).
On the financial and strategic side, we analyse the business structure, separate fixed and variable costs, calculate the break-even point, set objectives to achieve the target profit and prepare annual projections and, where needed, the viability plan and its monitoring. On internal control, we identify risks in finance, purchasing, production, sales and HR, and design policies, controls and oversight mechanisms. Finally, we document all of this in administrative procedures manuals that are used to train staff, coordinate departments and reduce errors.
Our perspective is that of an audit firm: we know what controls an auditor looks for, what evidence is needed and where errors tend to appear at year-end. That is why the systems we implement not only improve management but also make the audit and compliance with tax and company law obligations easier. The dashboard we design can serve as the basis for our participation in management committees service; if your company needs a diagnosis of how it is managed, see also performance audit and, in hospitality and restaurants, the audit of services and remuneration policies.
There is no general rule requiring an unlisted company to have a documented internal control system, but several recent obligations make it essential to review processes:
Independence. If the company is an audit client of the firm, art. 16.1.b) of the Spanish Audit Act (Law 22/2015) prohibits us from providing it with bookkeeping or financial statement preparation services, or with services involving the design and implementation of internal controls relating to financial information, unless the entity takes responsibility for the overall internal control system or the service is provided following its specifications. We analyse this before accepting each engagement.
| Situation | Rule | What it means |
|---|---|---|
| Corporate income tax payer with invoicing software | RD 1007/2023, Fourth Final Provision (as worded by RDL 15/2025) | System adapted before 01/01/2027 (postponement to 2028 announced, not published) |
| Self-employed individuals and other obliged parties under art. 3.1 | RD 1007/2023, Fourth Final Provision | System operational before 01/07/2027 (same caveat) |
| Business with a volume of transactions > €8,000,000 | RD 238/2026, Fourth Final Provision; Order HAC/1028/2026 | B2B e-invoicing 12 months from 06/10/2026 (around 06/10/2027, our own calculation) |
| All other businesses and professionals | RD 238/2026, Fourth Final Provision | 24 months from 06/10/2026 (around 06/10/2028, our own calculation) |
| Audit client requesting the design of financial controls | Art. 16.1.b).5.º Law 22/2015 | Only possible if the entity takes responsibility for the system; otherwise, incompatible |
Analysis of the business structure, fixed and variable costs, break-even point, objectives for the target profit, annual projections and, where appropriate, preparation and monitoring of the viability plan.
Process and risk map for finance, purchasing, production, sales and HR; definition of controls, segregation of duties, authorisations and reconciliations, and ongoing monitoring mechanisms.
Documentation of administrative, financial and accounting processes, with owners, information flows, controls and execution times, in a format that can be kept up to date.
Review of who issues, cancels or corrects invoices, how incoming invoices are accepted or rejected and how the invoicing system is reconciled with the accounting records, with a view to VERI*FACTU and e-invoicing.
Design of financial and operational indicators and of a periodic report for management, which can be linked to our participation in management committees service.
Interviews with management and area heads, review of the available information and independence analysis if you are an audit client. Indicative timing: 2-3 weeks.
Cost structure, break-even point and risk map by process, with priorities agreed with management. Indicative timing: 3-4 weeks.
Proposed controls, owners and flows; draft manual and dashboard for validation by management.
We support the roll-out, train staff and fine-tune the procedures based on the experience of the first closes. Indicative timing: 1-3 months depending on the scope.
Periodic review of how the controls are working and updating of the manual when the organisation, software or regulations change.
It is the sales figure at which the company covers all its fixed costs and starts to make a profit. Knowing it allows you to set realistic sales targets, assess the effect of a cost increase and make informed pricing decisions. To calculate it properly, fixed and variable costs must be rigorously separated.
There is no general rule requiring one, but directors must take the measures necessary for the proper management and control of the company. In practice, reasonable internal control reduces errors and fraud, speeds up the close, lowers the cost of the audit and is essential for adapting to VERI*FACTU and e-invoicing.
Under the rules currently in force, corporate income tax payers before 01/01/2027 and all other obliged parties before 01/07/2027. On 05/10/2026 the Ministry of Finance announced a postponement to October 2028, but this should not be taken for granted until it is published in Spain’s Official State Gazette (BOE).
No. VERI*FACTU sets the requirements for the software that generates invoices; B2B e-invoicing governs the structured format of invoices between businesses and the reporting of their status. They have different timetables, so it is advisable to review both at the same time when changing systems.
It sets down in writing who does each task, with what controls and within what timeframe. It makes it easier to train new staff, avoids dependence on a single person, reduces errors and gives auditors, banks or investors evidence that processes are defined.
With limitations. The Spanish Audit Act prohibits the auditor from designing and implementing controls relating to the financial information of the audited entity, unless the entity takes responsibility for the overall internal control system or the service follows its specifications. We analyse each case and, if there is an incompatibility, we tell you before starting.
A diagnosis with proposed improvements is usually completed in one or two months. Full implementation of controls and the manual depends on the number of processes and sites and is planned in phases so as not to interfere with the accounting close.
Legislation cited on this page, linked to its official text:
General information updated on 13/10/2026. It is not a substitute for an analysis of your specific case.
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