Expense Review
Perform a structured review of organizational expenses to identify trends, anomalies, policy violations, and cost reduction opportunities. This skill produces an actionable expense analysis with clear findings and recommendations.
Step 1 — Scope the Review
Define what is being reviewed and why.
| Parameter |
Description |
Example |
| Review Scope |
Department, cost center, project, or company-wide |
Engineering department |
| Time Period |
Period under review |
Q4 2025 |
| Comparison Period |
Benchmark for trend analysis |
Q3 2025 and Q4 2024 |
| Data Source |
ERP, expense management tool, GL export |
NetSuite GL extract |
| Review Trigger |
Routine, audit finding, budget overrun, ad hoc |
Quarterly routine review |
| Materiality Threshold |
Minimum amount for detailed line-item review |
Transactions > $1,000 |
Checklist
Step 2 — Categorize and Normalize Expenses
Ensure every transaction is properly classified before analysis.
Standard Category Taxonomy
| L1 Category |
L2 Sub-Category |
GL Code Range |
Policy Limit |
| People |
Salaries & Wages |
6000–6099 |
Per comp plan |
| People |
Benefits |
6100–6199 |
Per benefits plan |
| People |
Contractors & Temps |
6200–6299 |
SOW-based |
| Technology |
Cloud & Hosting |
6300–6349 |
Budget-based |
| Technology |
Software Licenses |
6350–6399 |
Per-seat approval |
| Technology |
Hardware & Equipment |
6400–6449 |
$2,500/item limit |
| Facilities |
Rent & Utilities |
6500–6549 |
Lease terms |
| Facilities |
Office Supplies |
6550–6599 |
$500/month/dept |
| Travel |
Air & Ground Transport |
6600–6649 |
Policy class limits |
| Travel |
Lodging |
6650–6699 |
$250/night cap |
| Travel |
Meals & Entertainment |
6700–6749 |
$75/person/meal |
| Marketing |
Advertising & Media |
6800–6849 |
Campaign budget |
| Marketing |
Events & Sponsorships |
6850–6899 |
Pre-approved only |
| Professional Svcs |
Legal |
6900–6929 |
Engagement letter |
| Professional Svcs |
Accounting & Audit |
6930–6959 |
Contract terms |
| Professional Svcs |
Consulting |
6960–6999 |
SOW required > $10K |
Normalization Steps
- Reclassify any miscategorized transactions.
- Exclude inter-company transfers and reclass entries.
- Normalize for one-time or non-recurring items.
- Convert foreign currency transactions to reporting currency.
- Pro-rate partial-period items for like-for-like comparison.
Step 3 — Trend Analysis
Compare the review period against benchmarks to identify directional changes.
Period-over-Period Comparison
| Category |
Prior Period |
Current Period |
$ Change |
% Change |
Annualized Run Rate |
| People |
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| Technology |
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| Facilities |
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| Travel |
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| Marketing |
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| Professional Svcs |
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| Other |
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| Total |
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Key Trend Metrics
- Expense-to-Revenue Ratio: Total expenses / total revenue (target: depends on stage and industry).
- Per-Capita Spending: Total non-people expenses / headcount.
- Category Mix Shift: How the percentage allocation across categories has changed.
- Growth Rate vs. Revenue Growth: Are expenses growing faster or slower than revenue?
Step 4 — Anomaly Detection
Flag transactions and patterns that deviate from norms.
Anomaly Detection Rules
| Rule |
Logic |
Severity |
| Single transaction spike |
Any single transaction > 3x category monthly average |
High |
| Category budget overrun |
Category spend > 110% of budget |
High |
| Duplicate payments |
Same vendor, same amount, within 7 days |
High |
| Round-number transactions |
Exact round amounts ($5,000, $10,000) — possible estimate |
Medium |
| Weekend / holiday submissions |
Expense submitted on non-business day |
Low |
| Split transactions |
Multiple transactions just below approval threshold |
High |
| Vendor concentration |
Single vendor > 30% of category spend |
Medium |
| Rapid growth vendor |
Vendor spend up > 50% period-over-period |
Medium |
| Missing receipts |
Transactions above receipt threshold lacking documentation |
High |
| Late submissions |
Expense submitted > 60 days after incurrence |
Medium |
Anomaly Log Template
| # |
Date |
Vendor |
Amount |
Category |
Anomaly Type |
Severity |
Resolution |
| 1 |
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| 2 |
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Step 5 — Policy Compliance Check
Validate expenses against the organization's expense policy.
Compliance Checklist
| Policy Rule |
Compliant? |
Exceptions Found |
Action Required |
| All expenses have valid receipts |
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| Travel booked through approved channel |
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| Meals within per-diem limits |
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| Hotel rates within policy cap |
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| Manager approval obtained before spend |
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| Vendor on approved vendor list |
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| Contracts signed for engagements > $10K |
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| No personal expenses reimbursed |
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| Expense reports submitted within 30 days |
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| Proper GL coding applied |
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Step 6 — Cost Reduction Opportunities
Identify actionable savings based on the review findings.
Opportunity Assessment Template
| # |
Opportunity |
Category |
Est. Annual Savings |
Effort |
Timeline |
Owner |
| 1 |
Renegotiate cloud hosting contract |
Technology |
$45,000 |
Medium |
60 days |
|
| 2 |
Consolidate software licenses |
Technology |
$22,000 |
Low |
30 days |
|
| 3 |
Enforce travel policy compliance |
Travel |
$18,000 |
Low |
Immediate |
|
| 4 |
Eliminate unused SaaS subscriptions |
Technology |
$15,000 |
Low |
30 days |
|
| 5 |
Shift consulting to internal capacity |
Prof. Svcs |
$60,000 |
High |
90 days |
|
Prioritization Framework
- Quick Wins: Low effort, immediate savings (< 30 days).
- Medium-Term: Moderate effort, requires negotiation or process change (30–90 days).
- Strategic: High effort, structural change needed (90+ days), but large impact.
Output Format
## Expense Review — [Scope] — [Period]
### 1. Executive Summary
- Total spend: $X (change vs. prior period)
- Key findings (3-5 bullets)
- Total identified savings opportunity: $X
### 2. Spend Overview
[Category breakdown table with trends]
### 3. Trend Analysis
[Period-over-period comparison; key ratios]
### 4. Anomalies & Exceptions
[Anomaly log with severity and resolution status]
### 5. Policy Compliance
[Compliance checklist with exception details]
### 6. Cost Reduction Recommendations
[Prioritized opportunity list with savings estimates]
### 7. Action Items
[Owner, deadline, expected outcome for each recommendation]
Quality Checklist
Edge Cases
| Scenario |
Handling Approach |
| Incomplete data (missing months) |
Flag data gaps; analyze available periods; note confidence limitation |
| Chart of accounts changed mid-period |
Map old codes to new taxonomy; document mapping logic |
| Acquisition added new cost centers |
Separate acquired entity expenses; analyze organic vs. inorganic trends |
| Currency volatility skewing comparisons |
Show constant-currency comparison alongside reported figures |
| Shared services / cost allocations |
Review allocation methodology; ensure drivers are current and fair |
| COVID or force-majeure period in baseline |
Exclude distorted periods or use 2019 as normalized baseline |
1---2name: expense-review3description: Review and analyze expenses with categorization, trend analysis, anomaly detection, policy compliance checks, and cost reduction recommendations. TRIGGER when: user says /expense-review, "review expenses", "expense analysis", "spending review", "cost analysis", "expense audit".4---56# Expense Review78Perform a structured review of organizational expenses to identify trends, anomalies, policy violations, and cost reduction opportunities. This skill produces an actionable expense analysis with clear findings and recommendations.910---1112## Step 1 — Scope the Review1314Define what is being reviewed and why.1516| Parameter | Description | Example |17|------------------------|--------------------------------------------------|---------------------------------|18| Review Scope | Department, cost center, project, or company-wide | Engineering department |19| Time Period | Period under review | Q4 2025 |20| Comparison Period | Benchmark for trend analysis | Q3 2025 and Q4 2024 |21| Data Source | ERP, expense management tool, GL export | NetSuite GL extract |22| Review Trigger | Routine, audit finding, budget overrun, ad hoc | Quarterly routine review |23| Materiality Threshold | Minimum amount for detailed line-item review | Transactions > $1,000 |2425### Checklist26- [ ] Data extract is complete and reconciles to GL totals27- [ ] Chart of accounts / category mapping is current28- [ ] Expense policy document is available for reference29- [ ] Prior period data is available for comparison30- [ ] Any known one-time items are pre-flagged3132---3334## Step 2 — Categorize and Normalize Expenses3536Ensure every transaction is properly classified before analysis.3738### Standard Category Taxonomy3940| L1 Category | L2 Sub-Category | GL Code Range | Policy Limit |41|---------------------|----------------------------|---------------|---------------------|42| People | Salaries & Wages | 6000–6099 | Per comp plan |43| People | Benefits | 6100–6199 | Per benefits plan |44| People | Contractors & Temps | 6200–6299 | SOW-based |45| Technology | Cloud & Hosting | 6300–6349 | Budget-based |46| Technology | Software Licenses | 6350–6399 | Per-seat approval |47| Technology | Hardware & Equipment | 6400–6449 | $2,500/item limit |48| Facilities | Rent & Utilities | 6500–6549 | Lease terms |49| Facilities | Office Supplies | 6550–6599 | $500/month/dept |50| Travel | Air & Ground Transport | 6600–6649 | Policy class limits |51| Travel | Lodging | 6650–6699 | $250/night cap |52| Travel | Meals & Entertainment | 6700–6749 | $75/person/meal |53| Marketing | Advertising & Media | 6800–6849 | Campaign budget |54| Marketing | Events & Sponsorships | 6850–6899 | Pre-approved only |55| Professional Svcs | Legal | 6900–6929 | Engagement letter |56| Professional Svcs | Accounting & Audit | 6930–6959 | Contract terms |57| Professional Svcs | Consulting | 6960–6999 | SOW required > $10K |5859### Normalization Steps601. Reclassify any miscategorized transactions.612. Exclude inter-company transfers and reclass entries.623. Normalize for one-time or non-recurring items.634. Convert foreign currency transactions to reporting currency.645. Pro-rate partial-period items for like-for-like comparison.6566---6768## Step 3 — Trend Analysis6970Compare the review period against benchmarks to identify directional changes.7172### Period-over-Period Comparison7374| Category | Prior Period | Current Period | $ Change | % Change | Annualized Run Rate |75|---------------------|-------------|----------------|------------|-----------|---------------------|76| People | | | | | |77| Technology | | | | | |78| Facilities | | | | | |79| Travel | | | | | |80| Marketing | | | | | |81| Professional Svcs | | | | | |82| Other | | | | | |83| **Total** | | | | | |8485### Key Trend Metrics86- **Expense-to-Revenue Ratio**: Total expenses / total revenue (target: depends on stage and industry).87- **Per-Capita Spending**: Total non-people expenses / headcount.88- **Category Mix Shift**: How the percentage allocation across categories has changed.89- **Growth Rate vs. Revenue Growth**: Are expenses growing faster or slower than revenue?9091---9293## Step 4 — Anomaly Detection9495Flag transactions and patterns that deviate from norms.9697### Anomaly Detection Rules9899| Rule | Logic | Severity |100|-----------------------------------|----------------------------------------------------------|----------|101| Single transaction spike | Any single transaction > 3x category monthly average | High |102| Category budget overrun | Category spend > 110% of budget | High |103| Duplicate payments | Same vendor, same amount, within 7 days | High |104| Round-number transactions | Exact round amounts ($5,000, $10,000) — possible estimate| Medium |105| Weekend / holiday submissions | Expense submitted on non-business day | Low |106| Split transactions | Multiple transactions just below approval threshold | High |107| Vendor concentration | Single vendor > 30% of category spend | Medium |108| Rapid growth vendor | Vendor spend up > 50% period-over-period | Medium |109| Missing receipts | Transactions above receipt threshold lacking documentation| High |110| Late submissions | Expense submitted > 60 days after incurrence | Medium |111112### Anomaly Log Template113114| # | Date | Vendor | Amount | Category | Anomaly Type | Severity | Resolution |115|---|------------|-------------|---------|------------|------------------------|----------|-------------|116| 1 | | | | | | | |117| 2 | | | | | | | |118119---120121## Step 5 — Policy Compliance Check122123Validate expenses against the organization's expense policy.124125### Compliance Checklist126127| Policy Rule | Compliant? | Exceptions Found | Action Required |128|----------------------------------------------|------------|-------------------|-------------------------|129| All expenses have valid receipts | | | |130| Travel booked through approved channel | | | |131| Meals within per-diem limits | | | |132| Hotel rates within policy cap | | | |133| Manager approval obtained before spend | | | |134| Vendor on approved vendor list | | | |135| Contracts signed for engagements > $10K | | | |136| No personal expenses reimbursed | | | |137| Expense reports submitted within 30 days | | | |138| Proper GL coding applied | | | |139140---141142## Step 6 — Cost Reduction Opportunities143144Identify actionable savings based on the review findings.145146### Opportunity Assessment Template147148| # | Opportunity | Category | Est. Annual Savings | Effort | Timeline | Owner |149|---|--------------------------------------|-------------|---------------------|----------|-----------|----------|150| 1 | Renegotiate cloud hosting contract | Technology | $45,000 | Medium | 60 days | |151| 2 | Consolidate software licenses | Technology | $22,000 | Low | 30 days | |152| 3 | Enforce travel policy compliance | Travel | $18,000 | Low | Immediate | |153| 4 | Eliminate unused SaaS subscriptions | Technology | $15,000 | Low | 30 days | |154| 5 | Shift consulting to internal capacity| Prof. Svcs | $60,000 | High | 90 days | |155156### Prioritization Framework157- **Quick Wins**: Low effort, immediate savings (< 30 days).158- **Medium-Term**: Moderate effort, requires negotiation or process change (30–90 days).159- **Strategic**: High effort, structural change needed (90+ days), but large impact.160161---162163## Output Format164165```166## Expense Review — [Scope] — [Period]167168### 1. Executive Summary169- Total spend: $X (change vs. prior period)170- Key findings (3-5 bullets)171- Total identified savings opportunity: $X172173### 2. Spend Overview174[Category breakdown table with trends]175176### 3. Trend Analysis177[Period-over-period comparison; key ratios]178179### 4. Anomalies & Exceptions180[Anomaly log with severity and resolution status]181182### 5. Policy Compliance183[Compliance checklist with exception details]184185### 6. Cost Reduction Recommendations186[Prioritized opportunity list with savings estimates]187188### 7. Action Items189[Owner, deadline, expected outcome for each recommendation]190```191192---193194## Quality Checklist195196- [ ] Data reconciles to GL totals within $1 tolerance197- [ ] All categories are represented; no "uncategorized" bucket > 2%198- [ ] Trend comparison uses like-for-like periods (normalized for one-time items)199- [ ] Anomalies are documented with specific transaction detail200- [ ] Policy compliance findings reference specific policy sections201- [ ] Savings estimates are conservative and methodology is documented202- [ ] Every finding has a clear owner and timeline for resolution203204---205206## Edge Cases207208| Scenario | Handling Approach |209|-------------------------------------------|--------------------------------------------------------------------------------|210| Incomplete data (missing months) | Flag data gaps; analyze available periods; note confidence limitation |211| Chart of accounts changed mid-period | Map old codes to new taxonomy; document mapping logic |212| Acquisition added new cost centers | Separate acquired entity expenses; analyze organic vs. inorganic trends |213| Currency volatility skewing comparisons | Show constant-currency comparison alongside reported figures |214| Shared services / cost allocations | Review allocation methodology; ensure drivers are current and fair |215| COVID or force-majeure period in baseline | Exclude distorted periods or use 2019 as normalized baseline |