Sample output from the State of the Subsidiary prompt in the Sonar AI Prompt Library, run against a NetSuite test account. Every name and number here is test data. Back to the post · The library
Comparative Report · FY2026 Year-to-Date

State of the Subsidiary

A parallel, AI-surveyed read on every real operating entity in account TD3016323 — profitability, liquidity, receivables health, commercial mix, master-data hygiene — measured with one consistent lens and reconciled back to the general ledger.

As of 2026-09-11 (Sep 2026 is a partial period — 11 of 30 days) Scope Subsidiary 1 (id 2) · Subsidiary 2 (id 3) · Parent Company (id 1) · xElim (id 4) excluded as elimination Comparison window Jan–Sep 2026 vs Jan–Sep 2025 · 254 days elapsed Prepared by Sonar AI v1.21.1 · 3 concurrent researcher subagents + 14 verification queries Currency USD (single-currency account)
01 · Executive Summary

Two engines, one idle chassis.

Of the three non-elimination subsidiaries, two carry real commercial activity. Subsidiary 1 is the group's scale engine (≈70% of operational revenue, both stores and both distribution centers). Subsidiary 2 is smaller but grew fastest and swung from an operating loss to a profit. Parent Company is administratively alive (vendors, employees) but commercially dormant — seven transactions all year, two of them test journals.

Subsidiary 1 · id 2

Scale engine — watch the receivables

$993.8K
operational revenue YTD · +60.5% YoY · 66.3% gross margin · 40.8% operating margin
  • Q3-to-date revenue ($395.7K) already matches all of Q2 ($394.9K) with Sep two-thirds unposted.
  • Open A/R of $792.1K = 80% of YTD revenue; 46.5% of it is 90+ days past due. Implied DSO ≈ 202 days.
  • Sep opex tripled on a $53.1K training bill (Cloud Consulting, still unpaid).
Subsidiary 2 · id 3

Growth turnaround — thin bench

$433.7K
operational revenue YTD · +97.3% YoY · 57.4% gross margin · 18.0% operating margin (was −30.3%)
  • Only 7 buying customers and one employee; top 3 customers = 68% of sales.
  • One invoice (Red Rivers Consulting INV782, $102.9K) is 24% of YTD revenue and 144 days past due.
  • Zero open payables and $1.04M cash — cleanest balance sheet in the group.
Parent Company · id 1

Dormant holding entity

$0
revenue in 2025 and 2026 · 7 transactions YTD · 2 customers · 20 vendors · 3 employees
  • Only P&L activity: −$100 COGS from two Sep 2026 test journals.
  • Master data is incomplete: 100% of its vendors lack terms; 95% lack email.
  • Orphan $655 A/R balance with no invoice behind it; one $1,564 bill dated today.
Headline insight

The group is more profitable than it is liquid in receivables. Combined operational operating income of $483.8K YTD sits against $928.2K of open customer invoices, of which $472.9K (51%) is more than 90 days past due. Collections — not sales — is the highest-leverage lever for the remainder of FY2026. Five customers (Global Information, Magna Tech, Falcon Systems, Mercury Co., Red Rivers Consulting) account for $477.5K of the open balance.

Read this first — the two lenses This ledger contains monthly "Beg Balance Entries" journals (JE102–JE149) that inject ~$0.4–0.9M per month of synthetic income, COGS and expense into Subsidiaries 1 and 2. They represent 80.7% and 89.6% of the two subsidiaries' GL revenue respectively. Every P&L figure in this report is therefore shown in an Operational lens (Beg Balance journals excluded — the default, and the one the narrative uses) and a Total GL lens (what the Income Statement report would show). Use the toggle in the scorecard to switch.
02 · Comparative Scorecard

Side by side.

Showing operational figures — Beg Balance journals excluded. Balance-sheet, A/R, A/P, order and master-data rows are lens-independent.
Metric · FY2026 YTDSubsidiary 1 id 2Subsidiary 2 id 3Parent Company id 1
Revenue$993,827.56$433,696.19$0.00
Revenue YoY (vs Jan–Sep 2025)+60.5%+97.3%n/a
Cost of goods sold$334,488.96$184,717.24−$100.00
Gross margin %66.3%57.4%n/a
Operating expense$253,800.52$170,729.20$0.00
Operating income$405,538.08$78,249.75$100.00
Operating margin %40.8%18.0%n/a
Operating margin % — Jan–Sep 202525.6%−30.3%n/a
Opex as % of revenue25.5%39.4%n/a
Beg Balance share of GL revenue80.7%89.6%0%
Cash (Bank accounts, GL)$1,556,378.05$1,044,527.71$0.00
Open A/R (invoice sub-ledger)$792,058.09 · 33 inv$136,188.53 · 6 inv$0.00
A/R over 90 days past due$368,237.37 · 46.5%$104,675.28 · 76.9%—
Implied DSO (days)20280—
Open A/P (bill sub-ledger)$182,484.00 · 12 bills$0.00$1,564.00 · 1 bill
Sales orders 2026 · open backlog306 · $72,954.67 (41 SOs)38 · $4,288.17 (3 SOs)0
Transactions 2026 (all types)3,4401,1407
Buying customers · top-10 share97 · 70.2%7 · 100%0
Inventory on hand (units · value)14,786 · $904,736.513,696 · $212,069.24—
Active customers / vendors / employees260 / 49 / 2711 / 7 / 12 / 20 / 3
Revenue per employee$36,808$433,696$0

Indigo = best-in-class on that row among active subsidiaries. Operating income = revenue − COGS − expense (Other Income/Expense excluded; they net to under $10K in either lens). Revenue per employee uses active headcount with employee.subsidiary set.

03 · Trajectory

Twenty-one months, operational lens.

Monthly revenue with Beg Balance journals removed. Subsidiary 1's ramp from March to July 2026 is the group's defining move; Subsidiary 2's March spike is a single $102.9K invoice.

Subsidiary 1 (id 2)Subsidiary 2 (id 3)Sep 2026 partial

YTD 2026 vs YTD 2025

Jan–Sep 2025Jan–Sep 2026

How much of the ledger is synthetic?

OperationalBeg Balance journals

Share of FY2026 YTD GL revenue, COGS and expense that originates from the synthetic "Beg Balance Entries" journals.

Quarterly revenue, operational

QuarterSubsidiary 1Subsidiary 2
Q1 2026$203,220.89$168,637.66
Q2 2026$394,860.65$113,948.84
Q3 2026 to date (Jul–11 Sep)$395,746.02$151,109.69
YTD$993,827.56$433,696.19

Operating expense, monthly

Subsidiary 1Subsidiary 2

Subsidiary 1's September step-up is a $53,050 Training Expense (acct 6260) from two Cloud Consulting vendor bills plus a $2,880 rent journal — both entities otherwise run flat at $18–22K/month.

04 · Deep dive

Subsidiary 1 internal id 2

Owns both retail stores (San Francisco, New York) and both distribution centers (Los Angeles, Chicago). It is where the group's inventory, headcount and customer base sit — and where its receivables problem sits too.

Revenue YTD (op.)
$993.8K
+60.5% vs Jan–Sep 2025 ($619.2K)
Gross margin
66.3%
up from 53.9% — COGS grew 17% on 61% more revenue
Operating income
$405.5K
40.8% margin · 2.6× prior year
Cash
$1.56M
1010 Checking – Sub 1 · petty cash $100
Open A/R
$792.1K
33 invoices · 31 customers · DSO ≈ 202 d
Open A/P
$182.5K
12 bills · 98% not yet due

Monthly P&L — FY2026

Where the opex goes

Operational expense by account, FY2026 YTD. Advertising and a single training engagement are 60% of the total. 19 accounts in use.

Receivables aging

BucketInvoicesAmountShare
Current (not yet due)12$106,374.9813.4%
1–30 days4$121,671.9315.4%
31–60 days4$56,342.427.1%
61–90 days2$139,431.3917.6%
Over 90 days11$368,237.3746.5%
Total33$792,058.09100%

Largest open balances

CustomerOpenDays past due
Global Information (263)$110,579.17251
Magna Tech Limited (284)$97,942.2721
Falcon Systems (259)$86,007.3972
Mercury Co. (292)$80,079.02449
Gotter inc. (265)$68,119.00245

Oldest open documents: INV793 Kasson Ltd ($262.39, 496 days), INV791 Mercury Co. ($80,079.02, 449 days), INV788 Haskell Associates ($43,940.75, 317 days). Magna Tech and Falcon Systems each bought exactly once in 2026 and have paid nothing.

Payables

VendorOpenStatus
Davidson Leasing (358)$120,000.00due in 21 days
Cloud Consulting (352) · 2 bills$53,050.00due in 19 days — the Sep training spike
Generation N (1129)$2,995.00due in 19 days
Flexsteel (1132) · 2 bills$2,000.0049 days past due — "LP- interco alloc"
Bedline (1133)$1,500.0042 days past due · no tranid

Aging: $178,984 current · $1,000 at 1–30 · $2,500 at 31–60 · nothing older. Cash covers open A/P 8.5×.

Commercial mix

Sales by location (FY2026, invoices + cash sales)

LocationTxnsSalesAvg ticket
5 03: Los Angeles Distribution Center90$502,006.05$5,577.85
— No location on line30$377,682.72$12,589.42
1 01: San Francisco Store350$74,972.11$214.21
3 02: New York Store250$41,907.83$167.63
Total (line net amount)720$996,568.71

The "no location" bucket is almost entirely one item — SVC_Delivery Service ($376,651, 80 units ≈ $4,708 each) — a service line carrying no location and no class. Chicago DC (id 8) holds stock but recorded no sales.

Sales by category (class)

ClassLinesSales
Unclassified749$386,415.88
3 Home & Decor296$333,549.69
1 Apparel936$190,125.78
2 Beauty575$64,552.56
4 Miscellaneous96$21,924.80
5 Electronics0$0.00

Apparel is the volume category (936 lines, $203 per line); Home & Decor is the value category ($1,127 per line). Electronics has no sales anywhere in the group.

Top 10 customers, FY2026

CustomerTxnsSales
Design Excellence Ltd. (257)17$119,811.95
Marshall Industries (287)6$103,070.23
Magna Tech Limited (284)1$97,942.27
Jones Manufacturing (276)10$96,925.90
Falcon Systems (259)1$86,007.39
Davis Supplies (253)8$76,730.86
Blockster Inc. (280)3$55,936.20
Macgruber Incorporated (281)3$52,255.98
Hugo Limited (270)10$34,099.33
John G. Roche Opticians (275)1$31,810.19
Top 10 · 70.2% of $1,074,824.02 header total across 97 customers60$754,590.30

Top 10 items, FY2026

ItemTypeQtySales
SVC_Delivery Service (284)Service80$376,651.00
INV_Contour Rhapsody Breeze Q B (234)InvtPart48$20,365.00
INV_Contour Rhapsody Breeze T M (228)InvtPart46$20,365.00
INV_Contour Rhapsody Breeze F M (229)InvtPart46$20,365.00
INV_Contour Rhapsody Breeze K B (235)InvtPart46$20,345.00
INV_Contour Rhapsody Breeze K M (231)InvtPart42$19,365.00
INV_Contour Rhapsody Breeze Q M (230)InvtPart39$18,865.00
INV_Contour Rhapsody Breeze T B (232)InvtPart38$18,365.00
INV_Patriarch Luxury Firm T M (236)InvtPart24$17,703.00
INV_Black Leather Valise (107)InvtPart52$16,703.52

142 items sold. By type: InvtPart $591,277.83 (138 items) · Service $376,651.00 (1 item) · Assembly $20,925.00 (3 items). The mattress family (Contour Rhapsody Breeze) is the physical bestseller across sizes.

Orders, operations & people

Sales orders 2026

Status#Value
G · Billed252$587,609.31
B · Pending Fulfillment38$69,727.03
A · Pending Approval13$55,891.72
F · Pending Billing2$2,631.28
E · Pend. Billing/Part. Fulfilled1$596.36
Total · backlog (B+D+E+F)306$72,954.67

Backlog ≈ 0.66 months of revenue. No Pending-Approval order is older than 30 days.

Inventory on hand

LocationSKUsUnitsValue
5 LA DC1417,870$352,495.10
1 SF Store1664,294$308,752.36
3 NY Store1182,042$200,969.05
8 Chicago DC13580$42,520.00
Total14,786$904,736.51

Inventory value ≈ 2.7× YTD COGS — roughly 24 months of cover at current sell-through. One negative-quantity row at LA DC.

Transaction volume 2026

TypeCount
Journal639
CashSale417
SalesOrd / VendBill306 / 306
VendPymt295
CustInvc / ItemShip274 / 273
CustPymt269
PurchOrd / ItemRcpt262 / 249
39 other types150
Total3,440

Master data: 260 active customers · 49 vendors · 27 employees (1 without department).

05 · Deep dive

Subsidiary 2 internal id 3

A single-location wholesale operation out of Miami (location 12) with seven active accounts and one employee on record. It doubled revenue year over year and crossed into operating profit — but it is a concentrated, thinly staffed business with one large receivable outstanding.

Revenue YTD (op.)
$433.7K
+97.3% vs Jan–Sep 2025 ($219.8K)
Gross margin
57.4%
up from 41.3%
Operating income
$78.2K
18.0% margin · prior year −$66.5K (−30.3%)
Cash
$1.04M
1011 Checking – Sub 2
Open A/R
$136.2K
6 invoices · 76.9% over 90 days · DSO ≈ 80 d
Open A/P
$0
131 bills in 2026, all paid

Monthly P&L — FY2026

Where the opex goes

Only 8 expense accounts in use. Advertising is more than half of all opex. Intercompany Expenses (6900) nets −$3,000 — the mirror of Subsidiary 1's +$3,000.

Receivables aging

BucketInvoicesAmountShare
Current (not yet due)2$26,989.4819.8%
1–30 days1$1,713.111.3%
31–60 days1$2,810.662.1%
61–90 days0$0.000%
Over 90 days2$104,675.2876.9%
Total6$136,188.53100%

Two documents drive the 90+ bucket: INV782 Red Rivers Consulting $102,905.76 (144 days, dated 2026-03-20 — the March revenue spike) and INV792 Schmidt & Sons Consulting $1,769.52 (402 days).

Commercial mix

Customers — all seven

CustomerTxnsSalesOpen A/R
Pineapple Republic (398)9$112,754.75$15,687.25
Panaderia Co. (396)9$105,137.40$11,302.23
Red Rivers Consulting (402)1$102,905.76$102,905.76
Recreational Outfitters (401)9$79,549.93—
Realpoint inc. (400)8$62,500.19—
Pied Piper (397)1$4,010.66$2,810.66
Schubert Software (404)1$3,213.11—
Total · top 3 = 68.2%38$470,071.80$136,188.53*

*Includes Schmidt & Sons Consulting (403) $1,769.52 from a 2025 invoice; no 2026 sales. Four recurring accounts buy roughly monthly; the other three are one-shot.

Sales by category & location

ClassLinesSales
3 Home & Decor127$178,475.26
Unclassified (SVC_Delivery Service)38$109,309.72
1 Apparel93$107,170.29
2 Beauty62$38,740.92

Location: 12 05: Miami — 35 invoices, $332,639.19, avg ticket $9,503.98; plus 3 invoice lines with no location ($101,057 — again SVC_Delivery Service). No cash sales at all: this is a pure invoice/wholesale channel.

Top items

ItemSales
SVC_Delivery Service (284)$101,057.00
SER_Box Spring (283)$28,000.00
INV_Estes Park Queen Poster Headboard (35)$15,081.56
INV_Estes Park Ottoman (29)$12,872.87
INV_Estes Park Chest (34)$10,010.40
INV_Estes Park Upholstered Couch (37)$9,847.44
INV_Gold Watch with Leather Strap (114)$9,745.50
INV_Silver Watch with Leather Strap (123)$8,394.23

90 items sold; the Estes Park furniture family dominates physical goods.

Orders & inventory

Sales orders 2026#Value
G · Billed35$359,942.27
B · Pending Fulfillment2$3,982.28
F · Pending Billing1$305.89
Backlog3$4,288.17
InventorySKUsUnitsValue
12 05: Miami1193,696$212,069.24

Backlog is under 0.1 months of revenue: this entity bills what it ships almost immediately. Inventory ≈ 1.1× YTD COGS.

Volume & people

TypeCount
Journal567
VendBill / VendPymt131 / 131
PurchOrd / ItemRcpt82 / 82
SalesOrd / CustInvc38 / 38
ItemShip / CustPymt36 / 35
Total1,140

Master data: 11 active customers · 7 vendors · 1 employee. A perfectly paired purchase cycle (every bill paid, every PO received) — and the tidiest master data in the group (1 customer without terms, none without email or sales rep).

06 · Deep dive

Parent Company internal id 1

The top of the hierarchy holds no commercial activity: no revenue in 2025 or 2026, no sales orders, no inventory locations, no customers with transactions. What it does hold is a vendor list, three employees, and a handful of stray postings that deserve a clean-up.

Revenue 2025 + 2026
$0
no invoices, cash sales or orders
Transactions 2026
7
4 journals · 2 expense reports · 1 vendor bill
GL footprint
3 lines
A/R $655 · Other Current Asset −$555 · COGS −$100
Master data
2 / 20 / 3
customers / vendors / employees

What is actually posted

ObservationDetail
Test journals in productionTwo Sep 2026 journals (subagent identified JE163/JE164) post −$100 to a COGS account — the only P&L activity in two years.
Orphan receivableGL account 1100 Accounts Receivable carries $655 with no customer invoice behind it (journal-driven).
Open bill dated todayVendor bill INV-005, Ad4tech Material LLC (3895), $1,564.00, trandate 2026-09-11 — no matching A/P balance in the posting GL yet, so it is likely pending approval / non-posting.
Expense reports2 expense reports in 2026, both non-posting or fully reimbursed (no Expense-type GL lines).

Master-data hygiene

CheckCountShare
Active vendors without payment terms20 / 20100%
Active vendors without email19 / 2095%
Active customers without terms / email / sales rep2 / 2100%
Employees without department2 / 367%

Twenty vendors attached to an entity that issues no purchase orders suggests they were created against the wrong subsidiary — or that the Parent is meant to become a shared-services payer and hasn't been configured for it.

Interpretation Nothing here is alarming — a holding entity with no trading is a normal OneWorld pattern. But a Parent that carries a stray A/R balance and test journals is a Parent whose consolidated statements are slightly wrong. The recommended action set is small and entirely clean-up: reverse the test journals, clear the $655, and either re-home the 20 vendors to Subsidiary 1 or complete their terms and contact data.
07 · Cross-subsidiary insights

What the data is telling you.

  1. Collections is the group's biggest unpulled lever. $472.9K of the $928.2K open A/R is more than 90 days past due — more than the group's entire Q1 operational revenue. Five customers hold $477.5K. Subsidiary 1's implied DSO (202 days) is roughly 5× what its Net-30-style terms would imply. Launch a targeted dunning cycle on Global Information, Mercury Co., Gotter inc. (all 245+ days) and Red Rivers Consulting; place Magna Tech and Falcon Systems on credit hold until their single invoices clear.
  2. Subsidiary 2 has a single point of failure everywhere. One employee, one location, seven customers, and one invoice equal to 24% of revenue. The doubling of revenue is real, but the March number is 88% one document. Treat Subsidiary 2's FY2026 growth as $330K recurring + $103K one-off when forecasting; assign a second responsible employee before scaling.
  3. SVC_Delivery Service is distorting every mix analysis. A single service item accounts for $477.7K of group sales (38% of Subsidiary 1's, 24% of Subsidiary 2's) at ≈$4,700 per unit, with no class and no location on its lines. Whatever it really represents (installation? freight? project revenue?), "delivery" at that price point deserves its own revenue account and class. Set a class on item 284, make location sourced on service lines, and consider a dedicated income account so freight revenue (4450) and product revenue (4210) are not conflated.
  4. Margins expanded because COGS lagged revenue — check whether that is real. Subsidiary 1 grew revenue 61% while COGS grew 17%; gross margin jumped 12.4 points. Some of that is mix (service revenue at ~100% margin), but the inventory picture — $905K on hand vs $334K YTD COGS — is consistent with cost not being fully relieved. Run an inventory valuation vs COGS reasonableness check per location, starting with LA DC (id 5), which also has a negative-quantity SKU.
  5. Chicago DC (location 8) is a stocking location with no sales. $42.5K of inventory across 13 SKUs and zero fulfillments in 2026. Confirm whether Chicago is a staging/overflow site by design; if not, transfer stock to LA or the stores.
  6. Electronics (class 5) has zero sales group-wide. Either the catalogue has no electronics items or the ones that exist are classified elsewhere. Query items by class; if the category is empty, retire it from reporting to avoid phantom rows.
  7. Customer master is 80% incomplete in the scale entity. In Subsidiary 1, 215 of 260 active customers lack payment terms and 205 lack a sales rep — which also means most invoices default their due date, weakening every aging number above. Bulk-default terms by customer category and assign reps; both are single-field updates suitable for a gated bulk pass.
  8. Beg Balance journals dominate the reported ledger. 80–90% of GL revenue is synthetic. Any standard Income Statement run on this account overstates business activity 5–10×. If this account is used for demos, keep it; if it feeds any real reporting, tag the journals (memo already consistent) and add a saved-search / SuiteQL filter to every management report.
  9. The parent should be a clean shell. Test journals, an orphan A/R balance and 20 term-less vendors are all inside the consolidation. Reverse JE163/JE164, clear the $655 A/R, and re-home or complete the vendor records.
08 · Risks & Assumptions

Where to be careful with these numbers.

Assumptions
  • Operational lens = posting GL lines where transaction.memo NOT LIKE 'Beg Balance%'. Any synthetic entry with a different memo would leak into "operational". The 48 known journals (JE102–JE149) all carry that memo.
  • Subsidiary attribution is by transactionline.subsidiary (header subsidiary is not exposed to SuiteQL). GL figures join transactionaccountingline to its own line (tl.id = tal.transactionline) — this is what makes them tie to the Income Statement report.
  • Period basis: P&L uses postingperiod (monthly periods only); orders, sales mix and volumes use trandate. The two can differ by a few days at month boundaries.
  • YTD 2026 includes 11 days of September; the YoY comparison uses full Jan–Sep 2025, so growth rates are slightly understated.
  • DSO = open A/R ÷ (operational revenue YTD ÷ 254 days). Revenue includes cash sales; a credit-sales-only DSO would be higher for Subsidiary 1 (≈218 days). Sep partial month inflates DSO modestly.
  • Operating income excludes Other Income/Other Expense (net −$9.6K and −$7.7K in the GL lens; ≈$0 operationally).
  • "Sales by location/category" sums line netamount on invoices and cash sales (excludes tax lines). Customer totals use header foreigntotal, which includes tax and shipping — hence they exceed line-level sales.
  • Cash and balance-sheet balances are all-time posting GL sums and were not decomposed into operational vs Beg Balance. A/R was: see the reconciliation table in the appendix.
  • Inventory value uses inventoryitemlocations.onhandvaluemli; locations are mapped to subsidiaries by location.subsidiary.
  • Aging is calendar days past duedate as of 2026-09-11; no invoice had a null due date.
Risks to the conclusions
  • Demo-data artefacts. All 260 Subsidiary 1 customers have datecreated in 2026 (sample: 2026-08-18) — creation dates reflect a data load, not acquisition; "new customers in 2026" is therefore not a meaningful metric and was excluded from the scorecard.
  • Sub-ledger vs GL gaps. Subsidiary 1's operational GL A/R ($873.5K) exceeds open invoices ($792.1K) by $81.4K — unapplied credits, journals to A/R, or invoices with zero unpaid but non-zero GL. Its GL A/P ($763.3K) exceeds open bills ($182.5K) by $580.8K, most plausibly Beg Balance postings. Subsidiary 2's A/R ties exactly ($136,188.53).
  • Approval workflows. 13 Subsidiary 1 sales orders ($55.9K) sit in Pending Approval; a vendor bill in the Parent shows no GL posting. Non-posting documents are invisible to every GL-based figure here.
  • Single-item concentration (SVC_Delivery Service) means category and location shares could shift materially once that item is classified.
  • Subagent coverage. The three parallel researcher runs were used for discovery and anomaly hunting; two hit their iteration caps, and one produced a GL figure inflated ~50× by joining transactionline without matching the accounting line. Every figure published here comes from the centrally re-run, line-matched queries in the appendix, not from the subagent summaries.
09 · Data-Quality Register

Findings worth a ticket.

FindingSubsidiaryCount / AmountImpact
Active customers without payment termsSubsidiary 1 (2)215 of 260 (83%)Due dates default; aging and DSO understated/overstated unpredictably
Active customers without sales repSubsidiary 1 (2)205 of 260 (79%)Commission and territory reporting impossible
Invoice lines with no locationSub 1 (2) · Sub 2 (3)$377,682.72 · $101,057.00Location P&L understated by 38% / 23%
Invoice lines with no classSub 1 (2) · Sub 2 (3)$386,415.88 · $109,309.72Category mix misstated
Invoices > 90 days past dueSub 1 (2) · Sub 2 (3)11 · $368,237.37 / 2 · $104,675.28Bad-debt exposure; $80K Mercury Co. invoice at 449 days
Customers without credit limitSub 1 (2) · Sub 2 (3)16 · 1No automatic credit control on those accounts
Vendors without termsParent (1) · Sub 1 (2)20 of 20 · 4 of 49Bill due dates default to bill date
Vendors without emailParent (1) · Sub 1 (2)19 · 4Remittance advices cannot be emailed
Negative inventory quantity rowSubsidiary 1 (2)1 SKU at LA DC (5)Costing distortion at the group's main DC
Vendor bill without document numberSubsidiary 1 (2)1 · Bedline $1,500 (42 days past due)Duplicate-payment risk; three-way match impossible
Test journals in production ledgerParent (1)2 · −$100 COGSConsolidated P&L contaminated (trivially)
Orphan A/R GL balance without invoicesParent (1)$655.00Sub-ledger ≠ GL
Employees without departmentParent (1) · Sub 1 (2)2 · 1Departmental opex allocation gaps
Customer datecreated all in 2026All273 of 273Acquisition-cohort analysis not possible
Sales orders Pending Approval > 30 daysAll0✓ Clean
Invoices with null due dateAll0✓ Clean

Severity dots: indigo = affects reported financials or cash; light indigo = control weakness; gray = analytical limitation only.

10 · Appendix

Sources, method & queries.

A. Method

Phase 1 — parallel discovery. Three read-only researcher subagents were dispatched concurrently (one per real subsidiary) with identical 17-point survey briefs (P&L both lenses, margins, expense accounts, A/R and A/P aging, cash, balance sheet, orders, volumes, location/category mix, top customers and items, master data, inventory, data-quality flags, DSO). Aggregate: 80 tool calls, 179 seconds wall-clock, 1.6M input tokens. The Parent Company run completed its brief; the Subsidiary 1 and Subsidiary 2 runs reached the 25-iteration cap after the P&L stage.

Phase 2 — unified measurement. To guarantee identical definitions across entities, every metric was re-measured centrally with multi-subsidiary queries (tl.subsidiary IN (1,2,3)) and reduced in a sandboxed worker (sqlReduce): 9 reductions + 5 verification queries, including two probe queries that reconciled the Subsidiary 1 September expense spike to its source bills. Two schema facts were verified live before use: inventoryitemlocations.onhandvaluemli / averagecostmli exist and location.subsidiary is exposed.

Phase 3 — reconciliation. GL A/R was split into Beg Balance vs operational and compared with the invoice sub-ledger (table B). The monthly P&L series was rebuilt keyed on accountingperiod.periodname after an initial pass keyed on parsed startdate shifted every month by one (timezone artefact) — the corrected series is the one shown.

B. GL ↔ sub-ledger reconciliation

Account · subsidiaryGL balance (all-time)Beg Balance portionOperational GLSub-ledger openUnexplained
A/R · Subsidiary 1 (2)$1,480,302.30$606,851.08$873,451.22$792,058.09$81,393.13
A/R · Subsidiary 2 (3)$682,354.50$546,165.97$136,188.53$136,188.53$0.00 ✓
A/R · Parent (1)$655.00$0.00$655.00$0.00$655.00
A/P · Subsidiary 1 (2)$763,287.66not split—$182,484.00$580,803.66 (presumed Beg Balance)
A/P · Subsidiary 2 (3)$465,712.77not split—$0.00$465,712.77 (presumed Beg Balance)

C. Balance sheet by account type (all-time posting GL, natural sign)

Account typeSubsidiary 1 (2)Subsidiary 2 (3)Parent (1)
Bank$1,556,378.05$1,044,527.71—
Accounts Receivable$1,480,302.30$682,354.50$655.00
Other Current Asset$1,558,343.43$692,761.06−$555.00
Fixed Asset$11,258.33——
Accounts Payable−$763,287.66−$465,712.77—
Other Current Liability−$186,436.70−$75,263.96—
Equity−$1,914,332.04−$993,971.61—

Bank accounts: 1010 Cash : Checking – Sub 1 $1,556,278.05 · 1016 Petty Cash $100 · 1012 Savings and 1014 Payroll $0 · 1011 Cash : Checking – Sub 2 $1,044,527.71.

D. Status code legend

Sales order: A Pending Approval · B Pending Fulfillment · C Cancelled · D Partially Fulfilled · E Pending Billing/Partially Fulfilled · F Pending Billing · G Billed · H Closed. Invoice / vendor bill: A Open · B Paid In Full. Open backlog = B + D + E + F.

E. Queries

Every published figure derives from these queries (SuiteQL, run 2026-09-11 under role Administrator). They follow the house style guide: subsidiary via transactionline, xElim excluded, location ids always shown, money rounded in-query.

Q1 · GL P&L by month, account type and lens sqlReduce
SELECT
    tl.subsidiary                                           AS sub,
    ap.periodname                                           AS period,
    a.accttype                                              AS accttype,
    CASE WHEN t.memo LIKE 'Beg Balance%' THEN 1 ELSE 0 END  AS begbal,
    ROUND(SUM(tal.amount), 2)                               AS amount
FROM transactionaccountingline tal
JOIN transaction t        ON t.id = tal.transaction
JOIN transactionline tl   ON tl.transaction = tal.transaction
                         AND tl.id = tal.transactionline
JOIN account a            ON a.id = tal.account
JOIN accountingperiod ap  ON ap.id = t.postingperiod
WHERE t.posting = 'T'
  AND tal.posting = 'T'
  AND tl.subsidiary IN (1, 2, 3)
  AND a.accttype IN ('Income', 'COGS', 'Expense')
  AND ap.isquarter = 'F' AND ap.isyear = 'F'
  AND ap.startdate >= TO_DATE('2025-01-01', 'YYYY-MM-DD')
  AND ap.startdate <  TO_DATE('2026-10-01', 'YYYY-MM-DD')
GROUP BY tl.subsidiary, ap.periodname, a.accttype,
         CASE WHEN t.memo LIKE 'Beg Balance%' THEN 1 ELSE 0 END
-- Reducer: revenue = -amount on Income; YTD = periods Jan..Sep; op lens = begbal = 0.
Q2 · Balance sheet by account type & bank accounts (all-time) sqlReduce
SELECT
    tl.subsidiary             AS sub,
    a.accttype                AS accttype,
    a.acctnumber              AS acctnumber,
    a.fullname                AS acctname,
    ROUND(SUM(tal.amount), 2) AS amount
FROM transactionaccountingline tal
JOIN transaction t       ON t.id = tal.transaction
JOIN transactionline tl  ON tl.transaction = tal.transaction
                        AND tl.id = tal.transactionline
JOIN account a           ON a.id = tal.account
WHERE t.posting = 'T'
  AND tal.posting = 'T'
  AND tl.subsidiary IN (1, 2, 3)
GROUP BY tl.subsidiary, a.accttype, a.acctnumber, a.fullname
Q3 · Open A/R with aging inputs (invoice sub-ledger) sqlReduce
SELECT
    tl.subsidiary                          AS sub,
    t.id                                   AS tid,
    t.tranid                               AS tranid,
    t.trandate                             AS trandate,
    t.duedate                              AS duedate,
    TRUNC(SYSDATE) - TRUNC(t.duedate)      AS days_past_due,
    t.foreignamountunpaid                  AS unpaid,
    t.foreigntotal                         AS total,
    c.id                                   AS custid,
    c.companyname                          AS custname,
    c.entityid                             AS entityid
FROM transaction t
JOIN transactionline tl ON tl.transaction = t.id AND tl.mainline = 'T'
JOIN customer c         ON c.id = t.entity
WHERE t.type = 'CustInvc'
  AND t.foreignamountunpaid > 0
  AND tl.subsidiary IN (1, 2, 3)
-- Buckets: <=0 current · 1-30 · 31-60 · 61-90 · >90. A/P version: t.type = 'VendBill', JOIN vendor v.
Q4 · Sales orders by status, 2026 sqlReduce
SELECT
    tl.subsidiary                        AS sub,
    t.status                             AS status,
    COUNT(*)                             AS cnt,
    ROUND(SUM(ABS(t.foreigntotal)), 2)   AS total,
    SUM(CASE WHEN t.status = 'A'
              AND TRUNC(SYSDATE) - TRUNC(t.trandate) > 30 THEN 1 ELSE 0 END) AS stale_pending_appr
FROM transaction t
JOIN transactionline tl ON tl.transaction = t.id AND tl.mainline = 'T'
WHERE t.type = 'SalesOrd'
  AND tl.subsidiary IN (1, 2, 3)
  AND t.trandate >= TO_DATE('2026-01-01', 'YYYY-MM-DD')
GROUP BY tl.subsidiary, t.status
Q5 · Transaction volume by type, 2026 sqlReduce
SELECT tl.subsidiary AS sub, t.type AS ttype, COUNT(*) AS cnt
FROM transaction t
JOIN transactionline tl ON tl.transaction = t.id AND tl.mainline = 'T'
WHERE tl.subsidiary IN (1, 2, 3)
  AND t.trandate >= TO_DATE('2026-01-01', 'YYYY-MM-DD')
GROUP BY tl.subsidiary, t.type
Q6 · Sales by location (invoices + cash sales), 2026 sqlReduce
SELECT
    tl.subsidiary                        AS sub,
    loc.id                               AS loc_id,
    loc.name                             AS loc_name,
    t.type                               AS ttype,
    COUNT(DISTINCT t.id)                 AS txns,
    ROUND(SUM(ABS(tl.netamount)), 2)     AS sales
FROM transaction t
JOIN transactionline tl  ON tl.transaction = t.id
LEFT JOIN location loc   ON loc.id = tl.location
WHERE t.type IN ('CustInvc', 'CashSale')
  AND tl.mainline = 'F' AND tl.taxline = 'F'
  AND tl.subsidiary IN (1, 2, 3)
  AND t.trandate >= TO_DATE('2026-01-01', 'YYYY-MM-DD')
GROUP BY tl.subsidiary, loc.id, loc.name, t.type
Q7 · Sales by category (class), 2026 sqlReduce
SELECT
    tl.subsidiary                        AS sub,
    cl.id                                AS class_id,
    cl.name                              AS class_name,
    COUNT(*)                             AS lines,
    ROUND(SUM(ABS(tl.netamount)), 2)     AS sales
FROM transaction t
JOIN transactionline tl        ON tl.transaction = t.id
LEFT JOIN classification cl    ON cl.id = tl.class
WHERE t.type IN ('CustInvc', 'CashSale')
  AND tl.mainline = 'F' AND tl.taxline = 'F'
  AND tl.subsidiary IN (1, 2, 3)
  AND t.trandate >= TO_DATE('2026-01-01', 'YYYY-MM-DD')
GROUP BY tl.subsidiary, cl.id, cl.name
Q8 · Customers by 2026 sales (header totals) sqlReduce
SELECT
    tl.subsidiary                 AS sub,
    c.id                          AS custid,
    c.companyname                 AS custname,
    c.entityid                    AS entityid,
    COUNT(*)                      AS txns,
    ROUND(SUM(t.foreigntotal), 2) AS sales
FROM transaction t
JOIN transactionline tl ON tl.transaction = t.id AND tl.mainline = 'T'
JOIN customer c         ON c.id = t.entity
WHERE t.type IN ('CustInvc', 'CashSale')
  AND tl.subsidiary IN (1, 2, 3)
  AND t.trandate >= TO_DATE('2026-01-01', 'YYYY-MM-DD')
GROUP BY tl.subsidiary, c.id, c.companyname, c.entityid
Q9 · Items by 2026 sales sqlReduce
SELECT
    tl.subsidiary                        AS sub,
    i.id                                 AS item_id,
    i.itemid                             AS itemid,
    i.displayname                        AS displayname,
    i.itemtype                           AS itemtype,
    ROUND(SUM(ABS(tl.netamount)), 2)     AS sales,
    ROUND(SUM(ABS(tl.quantity)), 2)      AS qty
FROM transaction t
JOIN transactionline tl ON tl.transaction = t.id
JOIN item i             ON i.id = tl.item
WHERE t.type IN ('CustInvc', 'CashSale')
  AND tl.mainline = 'F' AND tl.taxline = 'F'
  AND tl.subsidiary IN (1, 2, 3)
  AND t.trandate >= TO_DATE('2026-01-01', 'YYYY-MM-DD')
GROUP BY tl.subsidiary, i.id, i.itemid, i.displayname, i.itemtype
Q10 · Master-data footprint & hygiene flags sqlReduce
-- Customers
SELECT c.subsidiary AS sub, COUNT(*) AS active_customers,
       SUM(CASE WHEN c.terms IS NULL THEN 1 ELSE 0 END)       AS no_terms,
       SUM(CASE WHEN c.email IS NULL THEN 1 ELSE 0 END)       AS no_email,
       SUM(CASE WHEN c.salesrep IS NULL THEN 1 ELSE 0 END)    AS no_salesrep,
       SUM(CASE WHEN c.creditlimit IS NULL THEN 1 ELSE 0 END) AS no_creditlimit,
       SUM(CASE WHEN c.datecreated >= TO_DATE('2026-01-01','YYYY-MM-DD') THEN 1 ELSE 0 END) AS created_2026
FROM customer c
WHERE c.isinactive = 'F' AND c.subsidiary IN (1, 2, 3)
GROUP BY c.subsidiary;

-- Vendors
SELECT v.subsidiary AS sub, COUNT(*) AS active_vendors,
       SUM(CASE WHEN v.terms IS NULL THEN 1 ELSE 0 END) AS no_terms,
       SUM(CASE WHEN v.email IS NULL THEN 1 ELSE 0 END) AS no_email
FROM vendor v
WHERE v.isinactive = 'F' AND v.subsidiary IN (1, 2, 3)
GROUP BY v.subsidiary;

-- Employees
SELECT e.subsidiary AS sub, COUNT(*) AS active_employees,
       SUM(CASE WHEN e.department IS NULL THEN 1 ELSE 0 END) AS no_department
FROM employee e
WHERE e.isinactive = 'F' AND e.subsidiary IN (1, 2, 3)
GROUP BY e.subsidiary;
Q11 · Inventory on hand by location (two-step) runSql
-- Step 1: totals by location (joining location with a subsidiary filter raised
--         "Invalid or unsupported search", so locations are mapped separately)
SELECT iil.location                                   AS loc_id,
       COUNT(DISTINCT iil.item)                       AS skus,
       ROUND(SUM(iil.quantityonhand), 2)              AS qty_on_hand,
       ROUND(SUM(iil.onhandvaluemli), 2)              AS on_hand_value,
       SUM(CASE WHEN iil.quantityonhand < 0 THEN 1 ELSE 0 END) AS negative_qty_rows
FROM inventoryitemlocations iil
WHERE iil.quantityonhand <> 0
GROUP BY iil.location;

-- Step 2: location → subsidiary
SELECT loc.id, loc.name, loc.subsidiary
FROM location loc
WHERE loc.id IN (1, 3, 5, 8, 12)
ORDER BY loc.id;
Q12 · Operational expense by account, FY2026 YTD sqlReduce
SELECT
    tl.subsidiary             AS sub,
    a.acctnumber              AS acctnumber,
    a.fullname                AS acctname,
    ROUND(SUM(tal.amount), 2) AS amount
FROM transactionaccountingline tal
JOIN transaction t        ON t.id = tal.transaction
JOIN transactionline tl   ON tl.transaction = tal.transaction
                         AND tl.id = tal.transactionline
JOIN account a            ON a.id = tal.account
JOIN accountingperiod ap  ON ap.id = t.postingperiod
WHERE t.posting = 'T'
  AND tal.posting = 'T'
  AND tl.subsidiary IN (2, 3)
  AND a.accttype = 'Expense'
  AND ap.isquarter = 'F' AND ap.isyear = 'F'
  AND ap.startdate >= TO_DATE('2026-01-01', 'YYYY-MM-DD')
  AND ap.startdate <  TO_DATE('2026-10-01', 'YYYY-MM-DD')
  AND NVL(t.memo, '-') NOT LIKE 'Beg Balance%'
GROUP BY tl.subsidiary, a.acctnumber, a.fullname
Q13 · A/R GL split into Beg Balance vs operational sqlReduce
SELECT
    tl.subsidiary AS sub,
    CASE WHEN t.memo LIKE 'Beg Balance%' THEN 'begbal' ELSE 'oper' END AS bucket,
    ROUND(SUM(tal.amount), 2) AS amount
FROM transactionaccountingline tal
JOIN transaction t       ON t.id = tal.transaction
JOIN transactionline tl  ON tl.transaction = tal.transaction
                        AND tl.id = tal.transactionline
JOIN account a           ON a.id = tal.account
WHERE t.posting = 'T'
  AND tal.posting = 'T'
  AND tl.subsidiary IN (1, 2, 3)
  AND a.accttype = 'AcctRec'
GROUP BY tl.subsidiary,
         CASE WHEN t.memo LIKE 'Beg Balance%' THEN 'begbal' ELSE 'oper' END
Q14 · Verification: Subsidiary 1 September 2026 expense spike runSql
SELECT a.acctnumber, a.fullname, t.type, COUNT(*) AS lines, ROUND(SUM(tal.amount), 2) AS amount
FROM transactionaccountingline tal
JOIN transaction t        ON t.id = tal.transaction
JOIN transactionline tl   ON tl.transaction = tal.transaction AND tl.id = tal.transactionline
JOIN account a            ON a.id = tal.account
JOIN accountingperiod ap  ON ap.id = t.postingperiod
WHERE t.posting = 'T' AND tal.posting = 'T'
  AND tl.subsidiary = 2
  AND a.accttype = 'Expense'
  AND ap.id = 183                       -- Sep 2026
  AND NVL(t.memo, '-') NOT LIKE 'Beg Balance%'
GROUP BY a.acctnumber, a.fullname, t.type
ORDER BY amount DESC
FETCH FIRST 6 ROWS ONLY
-- Result: 6260 Training Expense $53,050 (2 VendBill lines), 6060 Advertising $11,770,
--         6655 Computer-Office $3,451.11, 6610 Rent $2,880 (Journal), 6671 Telephone $2,875.92 …
Subagent briefs & outcomes
SlotTargetOutcomeNotable contribution
0Parent Company (1)Completed P&L, A/R, A/P, orders, mix; master-data and DQ steps hit capIdentified the two Sep 2026 test journals (JE163/JE164) and the absence of any 2025 activity
1Subsidiary 1 (2)Iteration cap after P&L stageConfirmed Beg Balance memo pattern "Beg Balance Entries - Sub 1"
2Subsidiary 2 (3)Iteration cap after P&L stage; GL join unmatched on line → totals inflated ~50× (reported $237.7M); discardedFlagged sparse operational revenue months and ~3,800–3,900 GL lines per Beg Balance journal

Each brief was identical apart from the subsidiary id and contained the 17 investigations listed in section A, the verified account facts, and the required summary shape (sections A–K including verbatim SQL). Lesson recorded: when a subagent must aggregate GL, the brief should carry the exact tl.id = tal.transactionline join template rather than describing it.

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