Create accounts, basic accounting items, counterparties, and projects. Without this, financial analytics will be distorted.
Connect banks, import statements, check payments, distribute them by items, projects, and counterparties.
P&L, Cash Flow, payment history, and financial indicators are useful when the system sees not just amounts, but the meaning of each operation.
Bank accounts, cash registers, cards, other storage places for funds.
Receipts, expenses, commissions, taxes, transfers.
Items, projects, counterparties, documents, tags, comments.
Cash Flow, P&L, payment history, budgeting, financial indicators.
Main logic
Account: This is the source or destination of funds: bank, cash, card.
Payment: This is a specific movement of money: receipt, expense, or transfer.
Accounting item: Explains what kind of money it is: sales, rent, salary, taxes.
Project / counterparty: Adds managerial context: which business area or who accounts for the income or expense.
Practical rule
Typical mistake
How it works
Suitable if you want daily automatic statement updates and minimal manual work. The best option for ongoing operational accounting.
Suitable if you need to upload history, reconcile past periods, or handle a bank for which direct connection is not used.
| Scenario | What to do | Purpose |
|---|---|---|
| Daily accounting | Connect the bank directly | Automatic statement updates and less manual work |
| Historical period | Create an account, upload statements | Quick filling of the system with past data without losing the link to the source of funds |
| Non-standard format | Create or use an import template | Fewer errors with repeated uploads |
Important
A receipt, expense, or transfer between your own accounts. On a payment card, not only the number matters but also the context: commission, tax, project, counterparty, document, change history.
Transparency, quick editing, cleaner analytics, and less chaos when financial data is reviewed by a manager or accountant.
There are two different entities in OneB Finance:
Operation — is a planned or economic event: income or expense that forms accounts receivable or payable.
Payment — is the actual movement of money. One operation can contain a single payment, several partial payments, or none at all yet.
An income operation means someone has to pay you. An expense operation means you have to pay. This is the level at which receivables and payables are born.
When money actually came in or went out, the system records a payment. It closes the operation in full or in part. This is why partial payments can be correctly tracked and the outstanding balance can be seen.
Strong managerial approach
| Report | What it shows | When it is especially useful |
|---|---|---|
| Cash Flow | Actual cash movement: how much came in, how much went out, where cash gaps arise | When you need to control liquidity and solvency |
| P&L | Profit and expenses as a business result, not just bank movement | When you need to assess whether the business is really earning |
| Payment history | Full list of transactions, filters, action history, change audit | For reconciliation, team verification, error finding |
| Budgeting | Comparison of plan and fact by month, quarter, year, or absolute budget | When you need to manage deviations and planned limits |
| Financial indicators | Automated metrics of profitability, ROI, and operational efficiency | When the owner needs a concise but accurate business picture |
Answers the question: "Do we have enough money physically?". This is a report on cash movement over time.
Answers the question: "Is the business earning?". Here, not only the payment is important, but also the content of operations and their correct classification.
The essence without embellishment
What is in the system
| Situation | How it's wrong | How it's right | What it gives |
|---|---|---|---|
| Investment or owner contribution | Show as income | Record as capital contribution / equity | Profit will not be artificially inflated, and the balance sheet will show the real capital structure |
| Purchase for product | Put into general operating expenses | Put into cost of goods sold | Gross profit and margin will be calculated correctly |
| Payment system commission | Add to the general "Other expenses" item | Record separately as acquiring commission or bank commission | You will see real net income by sales channels |
| Loan or credit | Show as regular income | Record under liabilities in the chart | Balance sheet and debt burden will be displayed correctly |
| Taxes | Mix with administrative expenses | Highlight separately | It is easier to read the expense structure and indicators are formed more correctly |
| Internal movement between own accounts | Record as income and expense | Record as a transfer | There will be no inflated turnover and false income |
STEP 1
Bank accounts, cash registers, cards. Give them clear names. If there is an opening balance — add it.
STEP 2
Set up basic income and expense accounting items, don't make them too general.
STEP 3
Add the main counterparties, projects, and groups if needed.
STEP 4
Create accounts, and only then connect banks or upload historical statements for each required account.
STEP 5
Check imported payments and distribute them by content: items, projects, counterparties.
STEP 6
Fix internal money movements via the transfer mechanism, not income/expense.
STEP 7
Only after that open P&L, Cash Flow, budgets, and financial indicators.
Final principle

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