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.
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.
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.
| Metric · FY2026 YTD | Subsidiary 1 id 2 | Subsidiary 2 id 3 | Parent 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 2025 | 25.6% | −30.3% | n/a |
| Opex as % of revenue | 25.5% | 39.4% | n/a |
| Beg Balance share of GL revenue | 80.7% | 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) | 202 | 80 | — |
| Open A/P (bill sub-ledger) | $182,484.00 · 12 bills | $0.00 | $1,564.00 · 1 bill |
| Sales orders 2026 · open backlog | 306 · $72,954.67 (41 SOs) | 38 · $4,288.17 (3 SOs) | 0 |
| Transactions 2026 (all types) | 3,440 | 1,140 | 7 |
| Buying customers · top-10 share | 97 · 70.2% | 7 · 100% | 0 |
| Inventory on hand (units · value) | 14,786 · $904,736.51 | 3,696 · $212,069.24 | — |
| Active customers / vendors / employees | 260 / 49 / 27 | 11 / 7 / 1 | 2 / 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.
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.
Share of FY2026 YTD GL revenue, COGS and expense that originates from the synthetic "Beg Balance Entries" journals.
| Quarter | Subsidiary 1 | Subsidiary 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 |
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.
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.
Operational expense by account, FY2026 YTD. Advertising and a single training engagement are 60% of the total. 19 accounts in use.
| Bucket | Invoices | Amount | Share |
|---|---|---|---|
| Current (not yet due) | 12 | $106,374.98 | 13.4% |
| 1–30 days | 4 | $121,671.93 | 15.4% |
| 31–60 days | 4 | $56,342.42 | 7.1% |
| 61–90 days | 2 | $139,431.39 | 17.6% |
| Over 90 days | 11 | $368,237.37 | 46.5% |
| Total | 33 | $792,058.09 | 100% |
| Customer | Open | Days past due |
|---|---|---|
| Global Information (263) | $110,579.17 | 251 |
| Magna Tech Limited (284) | $97,942.27 | 21 |
| Falcon Systems (259) | $86,007.39 | 72 |
| Mercury Co. (292) | $80,079.02 | 449 |
| Gotter inc. (265) | $68,119.00 | 245 |
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.
| Vendor | Open | Status |
|---|---|---|
| Davidson Leasing (358) | $120,000.00 | due in 21 days |
| Cloud Consulting (352) · 2 bills | $53,050.00 | due in 19 days — the Sep training spike |
| Generation N (1129) | $2,995.00 | due in 19 days |
| Flexsteel (1132) · 2 bills | $2,000.00 | 49 days past due — "LP- interco alloc" |
| Bedline (1133) | $1,500.00 | 42 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×.
| Location | Txns | Sales | Avg ticket |
|---|---|---|---|
| 5 03: Los Angeles Distribution Center | 90 | $502,006.05 | $5,577.85 |
| — No location on line | 30 | $377,682.72 | $12,589.42 |
| 1 01: San Francisco Store | 350 | $74,972.11 | $214.21 |
| 3 02: New York Store | 250 | $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.
| Class | Lines | Sales |
|---|---|---|
| Unclassified | 749 | $386,415.88 |
| 3 Home & Decor | 296 | $333,549.69 |
| 1 Apparel | 936 | $190,125.78 |
| 2 Beauty | 575 | $64,552.56 |
| 4 Miscellaneous | 96 | $21,924.80 |
| 5 Electronics | 0 | $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.
| Customer | Txns | Sales |
|---|---|---|
| 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 customers | 60 | $754,590.30 |
| Item | Type | Qty | Sales |
|---|---|---|---|
| SVC_Delivery Service (284) | Service | 80 | $376,651.00 |
| INV_Contour Rhapsody Breeze Q B (234) | InvtPart | 48 | $20,365.00 |
| INV_Contour Rhapsody Breeze T M (228) | InvtPart | 46 | $20,365.00 |
| INV_Contour Rhapsody Breeze F M (229) | InvtPart | 46 | $20,365.00 |
| INV_Contour Rhapsody Breeze K B (235) | InvtPart | 46 | $20,345.00 |
| INV_Contour Rhapsody Breeze K M (231) | InvtPart | 42 | $19,365.00 |
| INV_Contour Rhapsody Breeze Q M (230) | InvtPart | 39 | $18,865.00 |
| INV_Contour Rhapsody Breeze T B (232) | InvtPart | 38 | $18,365.00 |
| INV_Patriarch Luxury Firm T M (236) | InvtPart | 24 | $17,703.00 |
| INV_Black Leather Valise (107) | InvtPart | 52 | $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.
| Status | # | Value |
|---|---|---|
| G · Billed | 252 | $587,609.31 |
| B · Pending Fulfillment | 38 | $69,727.03 |
| A · Pending Approval | 13 | $55,891.72 |
| F · Pending Billing | 2 | $2,631.28 |
| E · Pend. Billing/Part. Fulfilled | 1 | $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.
| Location | SKUs | Units | Value |
|---|---|---|---|
| 5 LA DC | 141 | 7,870 | $352,495.10 |
| 1 SF Store | 166 | 4,294 | $308,752.36 |
| 3 NY Store | 118 | 2,042 | $200,969.05 |
| 8 Chicago DC | 13 | 580 | $42,520.00 |
| Total | 14,786 | $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.
| Type | Count |
|---|---|
| Journal | 639 |
| CashSale | 417 |
| SalesOrd / VendBill | 306 / 306 |
| VendPymt | 295 |
| CustInvc / ItemShip | 274 / 273 |
| CustPymt | 269 |
| PurchOrd / ItemRcpt | 262 / 249 |
| 39 other types | 150 |
| Total | 3,440 |
Master data: 260 active customers · 49 vendors · 27 employees (1 without department).
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.
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.
| Bucket | Invoices | Amount | Share |
|---|---|---|---|
| Current (not yet due) | 2 | $26,989.48 | 19.8% |
| 1–30 days | 1 | $1,713.11 | 1.3% |
| 31–60 days | 1 | $2,810.66 | 2.1% |
| 61–90 days | 0 | $0.00 | 0% |
| Over 90 days | 2 | $104,675.28 | 76.9% |
| Total | 6 | $136,188.53 | 100% |
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).
| Customer | Txns | Sales | Open 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.
| Class | Lines | Sales |
|---|---|---|
| 3 Home & Decor | 127 | $178,475.26 |
| Unclassified (SVC_Delivery Service) | 38 | $109,309.72 |
| 1 Apparel | 93 | $107,170.29 |
| 2 Beauty | 62 | $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.
| Item | Sales |
|---|---|
| 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.
| Sales orders 2026 | # | Value |
|---|---|---|
| G · Billed | 35 | $359,942.27 |
| B · Pending Fulfillment | 2 | $3,982.28 |
| F · Pending Billing | 1 | $305.89 |
| Backlog | 3 | $4,288.17 |
| Inventory | SKUs | Units | Value |
|---|---|---|---|
| 12 05: Miami | 119 | 3,696 | $212,069.24 |
Backlog is under 0.1 months of revenue: this entity bills what it ships almost immediately. Inventory ≈ 1.1× YTD COGS.
| Type | Count |
|---|---|
| Journal | 567 |
| VendBill / VendPymt | 131 / 131 |
| PurchOrd / ItemRcpt | 82 / 82 |
| SalesOrd / CustInvc | 38 / 38 |
| ItemShip / CustPymt | 36 / 35 |
| Total | 1,140 |
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).
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.
| Observation | Detail |
|---|---|
| Test journals in production | Two Sep 2026 journals (subagent identified JE163/JE164) post −$100 to a COGS account — the only P&L activity in two years. |
| Orphan receivable | GL account 1100 Accounts Receivable carries $655 with no customer invoice behind it (journal-driven). |
| Open bill dated today | Vendor 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 reports | 2 expense reports in 2026, both non-posting or fully reimbursed (no Expense-type GL lines). |
| Check | Count | Share |
|---|---|---|
| Active vendors without payment terms | 20 / 20 | 100% |
| Active vendors without email | 19 / 20 | 95% |
| Active customers without terms / email / sales rep | 2 / 2 | 100% |
| Employees without department | 2 / 3 | 67% |
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.
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.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.postingperiod (monthly periods only); orders, sales mix and volumes use trandate. The two can differ by a few days at month boundaries.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.inventoryitemlocations.onhandvaluemli; locations are mapped to subsidiaries by location.subsidiary.duedate as of 2026-09-11; no invoice had a null due date.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.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.| Finding | Subsidiary | Count / Amount | Impact |
|---|---|---|---|
| Active customers without payment terms | Subsidiary 1 (2) | 215 of 260 (83%) | Due dates default; aging and DSO understated/overstated unpredictably |
| Active customers without sales rep | Subsidiary 1 (2) | 205 of 260 (79%) | Commission and territory reporting impossible |
| Invoice lines with no location | Sub 1 (2) · Sub 2 (3) | $377,682.72 · $101,057.00 | Location P&L understated by 38% / 23% |
| Invoice lines with no class | Sub 1 (2) · Sub 2 (3) | $386,415.88 · $109,309.72 | Category mix misstated |
| Invoices > 90 days past due | Sub 1 (2) · Sub 2 (3) | 11 · $368,237.37 / 2 · $104,675.28 | Bad-debt exposure; $80K Mercury Co. invoice at 449 days |
| Customers without credit limit | Sub 1 (2) · Sub 2 (3) | 16 · 1 | No automatic credit control on those accounts |
| Vendors without terms | Parent (1) · Sub 1 (2) | 20 of 20 · 4 of 49 | Bill due dates default to bill date |
| Vendors without email | Parent (1) · Sub 1 (2) | 19 · 4 | Remittance advices cannot be emailed |
| Negative inventory quantity row | Subsidiary 1 (2) | 1 SKU at LA DC (5) | Costing distortion at the group's main DC |
| Vendor bill without document number | Subsidiary 1 (2) | 1 · Bedline $1,500 (42 days past due) | Duplicate-payment risk; three-way match impossible |
| Test journals in production ledger | Parent (1) | 2 · −$100 COGS | Consolidated P&L contaminated (trivially) |
| Orphan A/R GL balance without invoices | Parent (1) | $655.00 | Sub-ledger ≠ GL |
| Employees without department | Parent (1) · Sub 1 (2) | 2 · 1 | Departmental opex allocation gaps |
Customer datecreated all in 2026 | All | 273 of 273 | Acquisition-cohort analysis not possible |
| Sales orders Pending Approval > 30 days | All | 0 | ✓ Clean |
| Invoices with null due date | All | 0 | ✓ Clean |
Severity dots: indigo = affects reported financials or cash; light indigo = control weakness; gray = analytical limitation only.
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.
| Account · subsidiary | GL balance (all-time) | Beg Balance portion | Operational GL | Sub-ledger open | Unexplained |
|---|---|---|---|---|---|
| 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) | $763,287.66 | not split | — | $182,484.00 | $580,803.66 (presumed Beg Balance) |
| A/P · Subsidiary 2 (3) | $465,712.77 | not split | — | $0.00 | $465,712.77 (presumed Beg Balance) |
| Account type | Subsidiary 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.
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.
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.
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.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.fullnameSELECT
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.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.statusSELECT 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.typeSELECT
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.typeSELECT
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.nameSELECT
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.entityidSELECT
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-- 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;-- 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;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.fullnameSELECT
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' ENDSELECT 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 …| Slot | Target | Outcome | Notable contribution |
|---|---|---|---|
| 0 | Parent Company (1) | Completed P&L, A/R, A/P, orders, mix; master-data and DQ steps hit cap | Identified the two Sep 2026 test journals (JE163/JE164) and the absence of any 2025 activity |
| 1 | Subsidiary 1 (2) | Iteration cap after P&L stage | Confirmed Beg Balance memo pattern "Beg Balance Entries - Sub 1" |
| 2 | Subsidiary 2 (3) | Iteration cap after P&L stage; GL join unmatched on line → totals inflated ~50× (reported $237.7M); discarded | Flagged 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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